In this third edition of his classic book, Edgar Schein shows how to transform the abstract concept of culture into a practical tool that managers and students can use to understand the dynamics of organizations and change.

Organizational pioneer Schein updates his influential understanding of culture-what it is, how it is created, how it evolves, and how it can be changed. Focusing on today's business realities, Schein draws on a wide range of contemporary research to redefine culture, offers new information on the topic of occupational cultures, and demonstrates the crucial role leaders play in successfully applying the principles of culture to achieve organizational goals. He also tackles the complex question of how an existing culture can be changed - one of the toughest challenges of leadership. The result is a vital resource for understanding and practicing organizational effectiveness.

Regarded as one of the most influential management books of all time, Organizational Culture and Leadership tranforms the abstract concept of culture into a tool that managers and students can continually use to better shape the dynamics of organization and change. Focusing on today's business realities, Schein draws on a wide range of comtemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals. He tackles the_complex question of how an existing culture can be changed - one of the toughest challenges of leadership. The result is a vital aid to understanding and practicing organizational effectiveness. New to the Third Edition: All new information in the field of occupational cultures studies and interpretation of the subcultures of CEOs thoroughly updated examples.



Table of Contents:

Preface

The Author

Organizational Culture and Leadership, 3d Ed.

Edgar H. Schein

January, 2004

Part I. Organizational Culture and Leadership Defined

Ch.1 The Concept of Organizational Culture: Why Bother?

Ch. 2 The Levels of Culture

Ch. 3 Cultures in Organizations: Two Case Examples

Ch. 4 How Culture Emerges in New Groups

Part II. The Dimensions of Culture

Ch. 5 Assumptions About External Adaptation Issues

Ch. 6 Assumptions About Managing Internal Integration

Ch. 7 Assumptions About Reality and Truth

Ch. 8 Assumptions About the Nature of Time and Space

Ch. 9 Assumptions About Human Nature, Activity and Relationships

Ch. 10 Culture Typologies

Ch. 11 Deciphering Culture

Part III. The Leader's Role in Creating, Embedding and Evolving Culture

Ch. 12 How Leaders Create Organizational Cultures

Ch. 13 How Founders and Leaders Embed and Transmit Culture

Ch. 14 The Changing Role of Leadership in Organizational "Midlife"

Ch. 15 What Leaders Need to Know About how Culture Changes

Ch. 16 A Conceptual Model for Managed Culture Change

Ch. 17 Assessing Cultural Dimensions: A Ten Step Process

Ch. 18 A Case of Organizational (Cultural?) Change

Ch. 19 The Learning Culture and the Learning Leader

REFERENCES



About the author:

Edgar H. Schein is Sloan Fellows Professor of Management Emeritus and a senior lecturer at the Sloan School of Management at the Massachusetts Institute of Technology. He is founding editor of Relections, the journal of the society for Organizational Learning, and author of numerous books, including the Corporate Culture Survival Guide.