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by Edgar H. Schein
The Corporate Culture Survival Guide: New and Revised Edition
Title Page
Copyright Page
Preface to the New and Revised Edition
Acknowledgements
The Author
Part One - 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 Corporation
The 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 Time
Assumptions 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?
Why Culture Surveys Do Not and Cannot Measure Culture
Can You Infer Culture from Self-Analysis?
Deciphering Your Company’s Culture: A Four-Hour Exercise
Case Examples and Analyses
The Bottom Line
Part Two - 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 Anxiety
Two 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 ...
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
Moderate Core Culture Change in Ciba-Geigy
Drastic Culture Change in Digital Equipment Corporation
Change Leaders and Change Agents
The Bottom Line and Change Dynamics Summary
Part Three - THE REALITIES OF MULTICULTURALISM
Chapter 10 - WHEN CULTURES MEET
The Multi-Culture Problem
The Role of Cultural Assessment in Mergers, Acquisitions, and Joint Ventures
New Issues in Collaborations and Other Multicultural Organizations
Culture Traps (the Illusion That We Understand One Another)
The Need for Dialogue at Cultural Boundaries
The Dialogue Process
The Bottom Line
Chapter 11 - CULTURAL REALITIES FOR THE SERIOUS CULTURE LEADER
Realities About What Culture Is
Realities About What Culture Covers
Realities About Deciphering Culture
Realities About the Process of Culture Change
Realities About the Timing of Culture Assessment and Change
Realities About Mergers, Acquisitions, Joint Ventures, and Collaborations
A Final Thought
Notes
References
Index
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