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Organizational Culture and Leadership (Inglés) Pasta blanda – 16 ago 2010
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Edgar Schein explores how leadership and culture are fundamentally intertwined, and reveals key findings about leadership and culture including:
Leaders are entrepreneurs and the main architects of culture
Once cultures are formed they influence what kind of leadership is possible
If elements of the culture become dysfunctional, it is the leader's responsibility to do something to speed up culture change.
In addition, the book contains new information that reflects culture at different levels of analysis from national and ethnic macroculture to team-based microculture.
Praise for Prior Editions of Organizational Culture and Leadership
"Worth reading again and again and again."
"An organizational development pioneer uses an anthropological approach to address a leader's role in shaping group and organizational dynamics."
"[Schein] is, to use an overworked word, a guru, the recognized expert in the field."
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Part one provides the basics of the rest of the book. It defines organizational culture and other types of culture. It also describes Schein's three levels in which organizational culture is represented in organizations: artifacts, believes and values, assumptions. It also introduces the two case studies that are used throughout the book: DEC and Ciba-Geigy.
Part two explores different dimensions of culture. It doesn't limit itself to organizational culture but also to the different assumptions in national culture. First it looks at assumptions related to adaptations (to external events) and internal integration. Then it dives in several dimensions of culture such as reality, time, space and relationships. Ed Schein devotes a chapter to explain why most organizational cultural dimensions and surveys are too much a simplification of reality and introduces a bit on how to decipher an organizational culture.
Part three looks at culture over time. It starts with how culture evolves in new groups (interesting!) and from there looks at the different stages of organizations and how culture evolves. This part has quite a lot of duplication with the Corporate Survival Guide book of the same author (unfortunately for those who read both). It also explores what leadership can do to change or evolve the culture.
Part four and five focuses a bit more on the leadership role in evolving and changing the organizational culture. It describes in depth Schein's organizational assessment method to explore the organizational culture in one particular dimension that matters for some change that is wanted in the organization. Part 5 links the book to the larger topic of learning organizations and defines what a learning culture and a learning leader is.
I enjoyed "Organizational Culture and Leadership" quite a lot. It is thorough and a bit repetitive at times (especially for people who have read Ed Schein's Corporate Survival Guide). Some parts were better than others. I especially enjoyed the culture creation in new groups and the parts about learning organizations. But the book is definitively recommended for anyone who is interested in organizational culture or involved in attempting to change an organizational culture. For those who read Ed Schein's Corporate Survival Guide, there will be a lot of repetition and the case studies are the same (though more detail). 4 stars.