"Why [read this] now? It should come as no surprise that
[culture] is a major underlying cause for the success or failure of
many corporate mergers and acquisitions. What Schein says will no
doubt keep heads nodding throughout his text."
--Booklist
"Schein's methodologies and models should be welcome tools
in helping companies reevaluate and reform their identities."
--Library Journal
"Schein makes the process of assessing and managing
organizational culture more accessible to leaders and
managers." --Personnel Psychology
"The Corporate Culture Survival Guide is well worth reading
over and over until you have it memorized." --Knowledge
Management
Corporate culture pioneer Edgar H. Schein gets back to basics and
delivers a dynamite primer on changing cultures packed with
practical advice. Here, Schein separates the sense from the
nonsense regarding culture change theory and practice and tells in
plain terms how readers can assess their organization to determine
if its current culture fits its people and products. He then
examines corporate culture on three levels--behaviors, values, and
shared assumptions--and shows how each factors into change
initiatives. Framed around the questions managers ask most often,
the book uses case studies to show what successful change looks
like and to demonstrate how you can dismantle a dysfunctional
culture.
This new edition has been updated to be directed at practitioners
alone, uses updated cases including more international, nonprofit
and public administration examples; introduces new topics such as
globalization, mergers, and the effects of technology on
organizations; and features a new chapter on the competencies
managers need to foster the right culture.
"Ed Schein has crystallized a lifetime of etching, research, and reflection on the dynamics of corporate culture and change. Rarely does an academician speak as clearly and pragmatically to business leaders as does Schein."(Don Davis, retired CEO, The Stanley Works, and senior MIT lecturer on leadership and ethics) "Anyone with even the slightest interest in the too-often used and abused notion of corporate culture will want this book."(John Van Maanen, Erwin Schell Professor of Organization Studies, MIT) "Schein provides an enormously helpful set of ideas and applications that will make the manager's tasks of working with and trying to change the cultures in their organizations much more feasible and a lot less painful."(Peter J. Frost, Edgar F. Kaiser Professor of Organizational Behavior, University of British Columbia)
Edgar H. Schein is Sloan Fellows Professor of Management Emeritus at the Sloan School of Management at the Massachusetts Institute of Technology.
Inhaltsangabe
Preface
The Author
PART ONE: THE STRUCTURE AND CONTENT OF CULTURE
Chapter One: Why Bother
Chapter Two: What Is Culture Anyway
Chapter Three: What Are the Elements and Dimensions of Organizational Culture
Chapter Four: Deeper Assumptions
Chapter Five: When and How to Assess Your Culture
PART TWO: THE DYNAMICS OF CULTURE FORMATION, EVOLUTION, AND CHANGE
Chapter Six: Cultural Learning, Unlearning, and Transformative Change
Chapter Seven: Culture Creation, Evolution, and Change in Start-Up Companies
Chapter Eight: Culture Dynamics in the Mature Company
Chapter Nine: Mid-Life Crisis and Potential Decline
Chapter Ten: When Cultures Meet: Acquisitions, Mergers, Joint Ventures, and Other Multicultural Collaborations
Chapter Eleven: Cultural Realities for the Serious Culture Leade
Space
Notes
References
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