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Organizational culture and leadership / Edgar H. Schein.

By: Schein, Edgar H.
Series: Jossey-Bass business & management series. Publisher: San Francisco : Jossey-Bass, c2004Edition: 3rd ed.Description: xvi, 437 p. : ill. ; 24 cm.ISBN: 0787968455 (hbk.); 0787975974 (pbk.); 9780787968458 (hbk.).Subject(s): Corporate culture | Culture | LeadershipDDC classification: 302.35
Contents:
Part One: Organizational culture and leadership defined 1. The concept of organizational culture: why bother? 2. The levels of culture 3. Cultures in organizations: two case examples. 4. How culture emerges in new groups -- Part Two: The dimensions of culture 5. Assumptions about external adaptation issues 6. Assumptions about managing internal integrtion 7. Deeper cultural assumptions about reality and truth 8. Assumptions about the nature of time and space 9. Assumptions about human nature, activity, and relationships 10. Cultural typologies 11. Deciphering culture -- Part Three: The leadership role in culture building, embedding and evolving: 12. How leaders begin culture creation 13. How leaders embed and transmit culture 14. The changing role of leadership in organizational "Midlife" 15. What leaders need to know about now culture changes 16. A conceptual model for managed culture change 17. Assessing cultural dimensions: a ten-step intervention 18. A case of organizational (Cultural?) change 19. The learning culture and the learning leader - References - Index.
Item type Current location Shelf location Call number Copy number Status Notes Date due Barcode
Main Collection Taylor's Library-TU

Floor 3, Shelf 4 , Side 1, TierNo 2, BayNo 6

 302.35 SCH (Browse shelf) 1 Available TBSxx,34004,03,CL 5000010918
Main Collection Taylor's Library-TU

Floor 3, Shelf 4 , Side 1, TierNo 2, BayNo 6

 302.35 SCH (Browse shelf) 1 Available SOMAC,37003,03,GR 5000097520

Includes bibliographical references (p. 419-428) and index.

Part One: Organizational culture and leadership defined 1. The concept of organizational culture: why bother? 2. The levels of culture 3. Cultures in organizations: two case examples. 4. How culture emerges in new groups -- Part Two: The dimensions of culture 5. Assumptions about external adaptation issues 6. Assumptions about managing internal integrtion 7. Deeper cultural assumptions about reality and truth 8. Assumptions about the nature of time and space 9. Assumptions about human nature, activity, and relationships 10. Cultural typologies 11. Deciphering culture -- Part Three: The leadership role in culture building, embedding and evolving: 12. How leaders begin culture creation 13. How leaders embed and transmit culture 14. The changing role of leadership in organizational "Midlife" 15. What leaders need to know about now culture changes 16. A conceptual model for managed culture change 17. Assessing cultural dimensions: a ten-step intervention 18. A case of organizational (Cultural?) change 19. The learning culture and the learning leader - References - Index.

British Degree Programme (UWE) : UMOCA8-1, UMOCAA-3