Revised edition of the author's Organizational culture and leadership, c2010

Organizational Culture and Leadership is the classic reference for managers and students seeking a deeper understanding of the inter-relationship of organizational culture dynamics and leadership. Author Edgar Schein is the 'father' of organizational culture, world-renowned for his expertise and research in the field; in this book, he analyzes and illustrates through cases the abstract concept of culture and shows its importance to the management of organizational change. This new fifth edition shows how culture has become a popular concept leading to a wide variety of research and implementation by various organizations and expands the focus on the role of national cultures in influencing culture dynamics, including some practical concepts for how to deal with international differences. --

Preface / Edgar H. Schein -- Foreword / Peter Schein -- Part I. Defining the structure of culture : How to define culture in general : The problem of defining culture clearly -- Structure of culture : Three levels of analysis -- A young and growing U.S. engineering organization : Case 1. Digital Equipment Corporation in Maynard, Massachusetts -- A mature Swiss-German chemical organization : Case 2. Ciba-Geigy Company in Basel Switzerland ; Can organizational cultures be stronger than national cultures? -- A developmental government organization in Singapore : Case 3. Singapore's economic development board ; EDB nested cultural paradigms ; Conclusions : The multiple implications of the three cases -- Part II. What leaders need to know about macro cultures : Dimensions of the macro-cultural context : Travel and literature ; Survey research ; Ethnographic, observational, and interview-based research ; Human essence and basic motivation -- A focused way of working with macro cultures : Cultural intelligence ; How to foster cross-cultural learning ; Paradox cross-cultural understanding ; Echelons as macro cultures ; Suggestion for the change leader: do some experiments with dialogue ; Suggestion for the recruit ; Suggestion for the scholar or researcher ; Suggestion for the consultant or helper -- Part III. Culture and leadership through stages of growth : How culture begins and the role of the founder of organizations : A model of how cultural forms in new groups ; Role of the founder in the creation of cultures ; Example[s] : 1. Ken Olsen and DEC revisited ; 2. Sam Steinberg and Steinberg's of Canada ; 3. Fred Smithfield, a "serial entrepreneur" ; 4. Steve Jobs and Apple ; 5. IBM: Thomas Watson Sr. and his son ; 6. Hewlett and Packard ; Implications for founders and leaders -- How external adaptation and internal integration become culture : The socio-technical issues of organizational growth and evolution ; Issues around the means" structure, systems, and processes ; Suggestion for the culture analyst ; Suggestion for the manager and leader -- How leaders embed and transmit culture : Primary embedding mechanisms ; Secondary reinforcement and stabilizing mechanisms ; Questions for researchers, students, and employees -- Culture dynamics of organizational growth, maturity and decline : General effects of success, growth, and age ; Differentiation and the growth of subcultures ; Need for alignment between three generic subcultures: operators, designers, and executives ; Unique role of the executive function: subculture management -- Natural and guided cultural evolution : Founding and early growth ; Transition to midlife: problems of succession ; Organizational maturity and potential decline -- Part IV. Assessing culture and leading planned change : Deciphering culture : Why decipher culture? ; How valid are clinically gathered data? ; Ethical issues in deciphering culture ; Professional obligations of the culture analysis -- Diagnostic/quantitative approach to assessment and planned change : Why use typologies, and why not? ; Typologies that focus on assumptions about authority and intimacy ; Typologies of corporate character and culture ; Examples of survey-based profiles of cultures ; Automated culture analysis with software-as-a-service -- Dialogic qualitative culture assessment process : Case 4. MA-COM: revising a change agenda as a result of cultural insight ; Case 5. U.S. Army Corps of Engineers reassessing their mission ; Case 6. Apple assessing its culture as part of a long-range planning process ; Case 7. SAAB COMBITECH: building collaboration in research units ; Case 8. Using a priori criteria for culture evaluation ; What of DEC, Ciba-Geigy, and Singapore? Did their cultures evolve and change? -- A model of change management and the change leader : The change leader needs help in defining the change problem or goal ; General change theory ; Why change? Where is the pain? ; Stages and steps of change management ; Cautions in regard to "culture" change -- Change leader as learner : What might a learning culture look like? ; Why these dimensions? ; Learning-oriented leadership ; A final thought: discover the culture within my own personality