The Corporate Culture Survival Guide by Schein, Edgar H. -- Read -- Imperial Library of Trantor

Index

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