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Organizational Culture and Leadership, by Edgar H. Schein
Download PDF Organizational Culture and Leadership, by Edgar H. Schein
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Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals.
- Sales Rank: #14366 in Books
- Brand: Jossey Bass Wiley
- Published on: 2010-08-16
- Original language: English
- Number of items: 1
- Dimensions: 9.20" h x 1.25" w x 7.00" l, 1.42 pounds
- Binding: Paperback
- 464 pages
From the Back Cover
Regarded as one of the most influential management books of all time, this fourth and completely updated edition of Edgar Schein's Organizational Culture and Leadership focuses on today's complex business realities and draws on a wide range of contemporary research to demonstrate the crucial role of leaders in applying the principles of culture to achieve their organizational goals.
Edgar Schein explores how leadership and culture are fundamentally intertwined, and reveals key findings about leadership and culture including:
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Leaders are entrepreneurs and the main architects of culture
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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."
—Booklist
"An organizational development pioneer uses an anthropological approach to address a leader's role in shaping group and organizational dynamics."
—Knowledge Management
"[Schein] is, to use an overworked word, a guru, the recognized expert in the field."
—Inside Business
About the Author
Edgar H. Schein is Sloan Fellows Professor of Management Emeritus at the Sloan School of Management at the Massachusetts Institute of Technology. He is the author of numerous books, including Process Consultation Revisited, The Corporate Culture Survival Guide, Career Anchors, and most recently, Helping: How to Offer, Give and Receive Help.
Most helpful customer reviews
9 of 9 people found the following review helpful.
Orgnizational Culture in a lot of depth
By Bas Vodde
"Organizational Culture and Leadership" is perhaps the most in-depth work on the subject of organizational culture. It is the more academic and more in-depth version of the Corporate Culture Survival Guide by the same author. The book is about 400 pages and consists of five parts.
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.
19 of 22 people found the following review helpful.
How and why organizational cultures, microcultures, macrocultures, and subcultures reveal multidimensional human nature
By Robert Morris
This is the Fourth Edition of a "business classic" that was first published in 1985. I am always curious to know how a book with a 400-page narrative is organized. In Part I, Schein defines and describes culture as a structural concept; in Part II, he focuses on the content of culture and the process of deciphering assumptions; in Part III, he describes and explains various mechanisms and processes by which culture changes, noting that change in organizational midlife "is primarily a matter of deliberately taking advantage of the diversity that the growth of subcultures makes possible"; in Part IV, he shifts his attention to "the difficult question of how to change culture when the normal evolutionary processes are not working or are too slow; and then in Part V, he shifts his attention again to "many new kinds of work units such as multicultural task forces, v ventures and partnerships, and v networks. These new kinds of organizations will require a different kind of culture management because they will be [begin italics] multi [end italics] cultural. There will also be muticultural challenges that must be met with effective multicultural leadership.
These are among the dozens of passages that caught my eye, also listed to indicate the scope of Schein's coverage.
o Five Examples of How Culture Helps to Illuminate Organizational Situations (Pages 9-11)
o Culture Formally Defined, and Culture Content (18-19)
o Basic Underlying Assumptions (27-32)
o Three Generic Subcultures: Operating, Engineering/Design, and Executive (57-67)
o Shared Assumptions About Mission, Strategy, and Goals (74-85)
o Creating a Common Language and Conceptual Categories, and, Defining Group Boundaries and Identity (93-100)
o Levels of Reality (117-119)
o Subculture Variations: Planning Time and Development Time (129-130)
o Assumptions About the Nature of Space (135-137)
o Assumptions About Appropriate Human Activity (146-149)
o Basic Characteristics of Role Relationships (152-154)
o Group Formation Through Originating and Marker Events (198-204)
o Culture Beginnings Through Founder/Leader Actions (219-231)
o Transition to Midlife: Problems of Succession (280-283)
o Rapid Deciphering -- A Multistep [Ten Step] Group Process (315-325)
As authors of "classic" business books often do, Schein provides early on (Page 7) the essence of what he will explain in the 21 chapters organized within five Parts: "Culture is an abstraction, yet the forces that are created in social and organizational situations deriving from culture are powerful. If we don't understand the operation of these forces, we become victim to them. Cultural forces are powerful because they operate outside of our awareness. We need to understand them not only because of their power but also because they help to explain many of our puzzling and frustrating experiences in social and organizational life. Most importantly, understanding cultural forces enables us to understand ourselves better." These are among the dimensions of exploration within which Schein guides his reader during a journey of discovery.
He concludes the Fourth Edition this way: "We have examined cultures, microcultures, macrocultures, and subcultures. The details and content of what goes on varies enormously, but the fundamental cultural dynamics are much the same at every level. If we remember that culture is our learned solution to making sense of the world, to stabilizing it, and to avoiding the anxiety that comes with social chaos, then we have taken the first important step toward deeper cultural understanding."
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For those who are curious to know more about the author, here is a brief bio provided by Amazon: "Edgar Henry Schein (born 1928), a former professor at the MIT Sloan School of Management, has made a notable mark on the field of organizational development in many areas, including career development, group process consultation, and organizational culture. He is generally credited with inventing the term "corporate culture."
His published works include these three classics: Organizational Psychology, 3rd Edition (1979), Process Consultation: Its Role in Organization Development, Volume 1 (1988), Process Consultation Revisited: Building the Helping Relationship (1998), The Corporate Culture Survival Guide (2009), Organizational Culture and Leadership, Fourth Edition (2010), and most recently, Helping: How to Offer, Give, and Receive Help (2011).
16 of 19 people found the following review helpful.
unique concepts for analyzing corporate artifacts
By Jeffrey L. Blackwell
Schein approaches this analysis of corporate cultural organization & leadership with concepts influenced by cultural anthropology (esp. Clifford Geertz). Just as an anthropologist would research kinship & values of an obscure tribe, Schein analyses corporate cultural artifacts like brand images, trademarks, graphic art, multimedia ads, architecture, mottoes & slogans, and other expressions of corporate culture to determine the values & relationships of corporations . Schein provides a framework by which to recognize unique insights into the 'personality' & values of modern corporations. Schein's research is genuinely original in its application of cultural anthropological concepts to firms that often seem impersonal or spend millions on Mad Ave to devise a non-factual image of 'espoused values' which belie internal arti-FACTS. Inconsistencies between what is presented to the customer vs what is presented to the stock-holder are apparent upon deeper, 'thicker description'. A reprint of this insightful text by a social scientist of Schein's caliber is deserved. Highly recommended as a methodology or theoretical approach -- his case studies are dated and a new edition with many recent examples and illustrations applying his framework would improve this text. Also, see W G Dyer Jr's work for similar approach to corporate cultural analysis focused upon leadership transitions in family businesses.
Like most management academics, Schein is not a critic of multinational corporations; however, his framework is useful to both corporate managers and to crtics of MNCs like anti-trust agencies, consumer advocates, and environmentalists.
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