The corporate culture survival guide
The father of the corporate culture field and pioneer in organizational psychology on today's changing corporate culture This is the definitive guide to corporate culture for practitioners. Recognized expert Edgar H. Schein explains what culture is and why it's important, how to evaluate...
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
San Francisco, California :
Jossey-Bass
2009.
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| Edición: | 2nd ed |
| Colección: | J-B Warren Bennis Series
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627620306719 |
Tabla de Contenidos:
- THE CORPORATE CULTURE SURVIVAL GUIDE: New and Revised Edition; Contents; Preface to the New and Revised Edition; Acknowledgements; The Author; Part I: THE STRUCTURE AND CONTENT OF CULTURE; Chapter 1: WHY BOTHER?; Leadership and Culture Are Intertwined; Subcultures; Samples of How the Leadership/Culture Interaction Matters; How Culture Matters at Different Stages of Growth; Where Does Culture Reside?; The Bottom Line; Chapter 2: WHAT IS CULTURE ANYWAY?; Three Levels of Culture; So, How Do We Define Culture?; Implications of This Definition
- The Complexity of Culture: Digital Equipment CorporationThe Bottom Line; Chapter 3: WHAT ARE THE ELEMENTS AND DIMENSIONS OF ORGANIZATIONAL CULTURE?; The Popular View: Inventories and Typologies; Culture Content, Part One: Surviving in the External Environment; Culture Content, Part Two: Integrating the Human Organization; The Bottom Line; Chapter 4: DEEPER ASSUMPTIONS; National and Ethnic Bases of Culture; Assumptions About the Relationship of Humans to Nature; Assumptions About Human Nature; Assumptions About Human Relationships; Assumptions About the Nature of Reality and Truth
- Assumptions About TimeAssumptions About Space; Dealing with the Unknowable and Uncontrollable; The Bottom Line; Chapter 5: WHEN AND HOW TO ASSESS YOUR CULTURE; Should You Use a Survey?; Can You Infer Culture from Self-Analysis?; Deciphering Your Company's Culture: A Four-Hour Exercise; Case Examples and Analyses; The Bottom Line; Part II: THE DYNAMICS OF CULTURE FORMATION, EVOLUTION, AND CHANGE; Chapter 6: CULTURAL LEARNING, UNLEARNING, AND TRANSFORMATIVE CHANGE; A Simplifying Model of Learning, Unlearning, and Transformative Change; Disconfirmation
- Survival Anxiety (or Guilt) and Learning AnxietyTwo Principles of Learning and Change; How Do You Create Psychological Safety?; What Changes? Cognitive Redefinition; Imitation and Identification Versus Scanning and Trial and Error; Refreezing-Seeking a New Equilibrium; The Bottom Line-Implications for Change Managers; Chapter 7: CULTURE CREATION, EVOLUTION, AND CHANGE IN START-UP COMPANIES; Founding and Early Growth; How Founders and Leaders Embed Cultural Elements; Culture Learning, Evolution, and Change Mechanisms
- The Impact of Size and Age- Bureaucratization and the Loss of "Functional Familiarity"Managing Problems of Succession; The Bottom Line; Chapter 8: CULTURE DYNAMICS IN THE MATURE COMPANY; From Ownership to General Management Structures; Culture Change Processes in Organizational Mid-Life: Planned and Managed Culture Change Through Parallel Learning Systems; The Change Team and Change Steps; Structural and Process Interventions; Involving the Employees; The Bottom Line; Chapter 9: MID-LIFE CRISIS AND POTENTIAL DECLINE; Changing Dysfunctional Elements in the Core Culture
- Possible Change Mechanisms
