Organizational Culture and LeadershipJohn Wiley & Sons, 24 de mar. de 2006 - 464 páginas 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. |
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Conteúdo
Part One Organizational Culture and Leadership Defined | 1 |
Part Two The Dimensions of Culture | 85 |
Part Three The Leadership Role in Culture Building Embedding and Evolving | 223 |
419 | |
429 | |
Termos e frases comuns
Amoco analysis anxiety artifacts basic assumptions become behavior beliefs and values boss Chapter Ciba-Geigy communication Compaq concept conflict consensus consultant create cultural assumptions culture change deal decipher decision deeper defined develop Digital Equipment Corporation dimensions divisions elements embedded employees engineers environment evolve example executive experience external feel formal founders fully connected network function goals group members group’s headquarters Hewlett-Packard identified important individual initial insight internal involved issues Ken Olsen kind leadership learning leader means mechanisms meeting ment mission nization norms observed Olsen one’s operating orga organization organization’s organizational culture perceive person polychronic problem psychological contract reflect relationships role Sam Steinberg Schein senior management sense shared assumptions social Steinberg Steve Jobs subcultures subordinates survival task Theory X things tions tural ture typologies ultimately understand