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Index
Title Page
Copyright Page
Preface to Fourth Edition
How Is This Book Different from the Second Edition of My 2009 Corporate Culture ...
How This Book Is Organized
Acknowledgments
The Author
Part One - ORGANIZATIONAL CULTURE AND LEADERSHIP DEFINED
Conceptual Approach
Chapter 1 - THE CONCEPT OF ORGANIZATIONAL CULTURE: WHY BOTHER?
What Needs to Be Explained?
How Does the Concept of Culture Help?
Culture: An Empirically Based Abstraction
Culture Formally Defined
Culture Content
Can Culture Be Inferred from Only Behavior?
Do Occupations Have Cultures?
Summary and Conclusions
Chapter 2 - THE THREE LEVELS OF CULTURE
Artifacts
Espoused Beliefs and Values
Basic Underlying Assumptions
Summary and Conclusions
Chapter 3 - CULTURES IN ORGANIZATIONS: TWO CASE EXAMPLES
The Digital Equipment Corp.
Ciba-Geigy
Summary and Conclusions
Chapter 4 - MACROCULTURES, SUBCULTURES, AND MICROCULTURES
Three Generic Subcultures
Microcultures
Summary and Conclusions
Part Two - THE DIMENSIONS OF CULTURE
Chapter 5 - ASSUMPTIONS ABOUT EXTERNAL ADAPTATION ISSUES
Shared Assumptions About Mission, Strategy, and Goals
Shared Assumptions About Goals Derived from the Mission
Shared Assumptions About Means to Achieve Goals: Structure, Systems, and Processes
Shared Assumptions About Measuring Results and Correction Mechanisms
Shared Assumptions About Remedial and Repair Strategies
Summary and Conclusions
Chapter 6 - ASSUMPTIONS ABOUT MANAGING INTERNAL INTEGRATION
Creating a Common Language and Conceptual Categories
Defining Group Boundaries and Identity
Distributing Power, Authority, and Status
Developing Rules for Relationships
Allocating Rewards and Punishment
Managing the Unmanageable and Explaining the Unexplainable
Summary and Conclusions
Chapter 7 - DEEPER CULTURAL ASSUMPTIONS: WHAT IS REALITY AND TRUTH?
Shared Assumptions About the Nature of Reality and Truth
High Context and Low Context
Moralism-Pragmatism
What Is “Information”?
Summary and Conclusions
Chapter 8 - DEEPER CULTURAL ASSUMPTIONS: THE NATURE OF TIME AND SPACE
Assumptions About Time
Assumptions About the Nature of Space
Distance and Relative Placement
Summary and Conclusions
Chapter 9 - DEEPER CULTURAL ASSUMPTIONS: HUMAN NATURE, ACTIVITY, AND RELATIONSHIPS
Assumptions About Human Nature
Assumptions About Appropriate Human Activity
Assumptions About the Nature of Human Relationships
Summary and Conclusions
Chapter 10 - CULTURE TYPOLOGIES AND CULTURE SURVEYS
Why Typologies and Why Not?
Typologies That Focus on Assumptions About Authority and Intimacy
Typologies of Corporate Character and Culture
Examples of Using A Priori Criteria for Culture Evaluation
Summary and Conclusions
Chapter 11 - DECIPHERING ORGANIZATIONAL CULTURES
Why Decipher Culture?
Ethical Issues in Deciphering Culture
Summary and Conclusions
Part Three - THE LEADERSHIP ROLE IN BUILDING, EMBEDDING, AND EVOLVING CULTURE
Chapter 12 - HOW CULTURE EMERGES IN NEW GROUPS
Group Formation Through Originating and Marker Events
Stage 1: Dealing with Assumptions About Authority
Stage 2: Building Norms Around Intimacy
Stage 3: Group Work and Functional Familiarity
Stage 4: Group Maturity
Summary and Conclusions
Chapter 13 - HOW FOUNDERS/LEADERS CREATE ORGANIZATIONAL CULTURES
Culture Beginnings Through Founder/Leader Actions
Summary and Conclusions
Chapter 14 - HOW LEADERS EMBED AND TRANSMIT CULTURE
How Leaders Embed Their Beliefs, Values, and Assumptions
Secondary Articulation and Reinforcement Mechanisms
Summary and Conclusions
Chapter 15 - THE CHANGING ROLE OF LEADERSHIP IN ORGANIZATIONAL “MIDLIFE”
Differentiation and the Growth of Subcultures
Summary and Conclusions
Chapter 16 - WHAT LEADERS NEED TO KNOW ABOUT HOW CULTURE CHANGES
Founding and Early Growth
Transition to Midlife: Problems of Succession
Organizational Maturity and Potential Decline
Summary and Conclusions
Part Four - HOW LEADERS CAN MANAGE CULTURE CHANGE
Chapter 17 - A CONCEPTUAL MODEL FOR MANAGED CULTURE CHANGE
The Psycho-Social Dynamics of Organizational Change
Unfreezing/Disconfirmation
Survival Anxiety Versus Learning Anxiety
How to Create Psychological Safety
Cognitive Restructuring
Refreezing
Principles in Regard to Culture Change
Summary and Conclusions
Chapter 18 - CULTURE ASSESSMENT AS PART OF MANAGED ORGANIZATIONAL CHANGE
Rapid Deciphering—A Multistep Group Process
What If Culture Elements Need to Change?
Summary and Conclusions
Chapter 19 - ILLUSTRATIONS OF ORGANIZATIONAL CULTURE CHANGES
Illustration 1. Beta Service Company—Rapid Change Through Behavior Modification
Illustration 2. MA-COM—Revising a Change Agenda as a Result of Cultural Insight
Illustration 3. U.S. Army Corps of Engineers—Reassessing Mission
Illustration 4. Apple Computer—Culture Assessment as Part of a Long-Range ...
Illustration 5: Ciba-Geigy—Did the Culture Change?
Summary and Conclusions
Part Five - NEW ROLES FOR LEADERS AND LEADERSHIP
Chapter 20 - THE LEARNING CULTURE AND THE LEARNING LEADER
What Might a Learning Culture Look Like?
Why These Dimensions?
Learning-Oriented Leadership
Implications for the Selection and Development of Leaders
Summary and Conclusions
Chapter 21 - CULTURAL ISLANDS: MANAGING MULTICULTURAL GROUPS
Cultural Intelligence
The Concept of a Temporary Cultural Island
Dialogue as a Cultural Island for Multicultural Exploration
Summary and Conclusions
A Final Word
References
Index
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