Organization Culture and Leadership.
Saved in:
| Main Author: | |
|---|---|
| Other Authors: | |
| Format: | eBook |
| Language: | English |
| Published: |
Somerset :
John Wiley & Sons, Incorporated,
2016.
|
| Edition: | 5th ed. |
| Series: | Jossey-Bass Business and Management Ser.
|
| Subjects: | |
| Online Access: | Ebook Central Academic Complete |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
Table of Contents:
- Organizational Culture and Leadership; Contents; Acknowledgments; Preface; Foreword; About the Authors; Part One: Defining the Structure of Culture; 1. How to Define Culture in General; The Problem of Defining Culture Clearly; Accumulated Shared Learning; Basic Taken-for-Granted Assumptions-The Cultural DNA; Solving Problems of External Adaptation and Internal Integration; Solutions That Have Worked Well Enough to Be Considered Valid; Perception, Thought, Feeling, and Behavior; What You Imply When You Use the Word Culture; Taught to New Members: The Process of Socialization or Acculturation.
- Can Culture Be Inferred from Behavior Alone?Do Occupations Have Cultures?; Where Does Leadership Come In?; Summary and Conclusions; Suggestions for Readers; 2. The Structure of Culture; Three Levels of Analysis; Artifacts-Visible and Feelable Phenomena; Espoused Beliefs and Values; Taken-for-Granted Underlying Basic Assumptions; The Metaphor of the Lily Pond; The Individual from a Cultural Perspective; The Group or Micro System from a Cultural Perspective; Summary and Conclusions; Suggestions for Readers; 3. A Young and Growing U.S. Engineering Organization.
- Case 1: Digital Equipment Corporation in Maynard, MassachusettsArtifacts: Encountering the Company; Espoused Beliefs, Values, and Behavioral Norms; Basic Assumptions: The Basic DEC Paradigm; Additional Basic Assumptions; Summary and Conclusions; Suggestions for Readers; 4. A Mature Swiss-German Chemical Organization; Case 2: Ciba-Geigy Company in Basel, Switzerland; Artifacts-Encountering Ciba-Geigy; Espoused Beliefs and Values; Assumptions-The Ciba-Geigy Company's Cultural Paradigm; Can Organizational Cultures Be Stronger than National Cultures?; Summary and Conclusions.
- Questions for Readers5. A Developmental Government Organization in Singapore; Case 3: Singapore's Economic Development Board; The EDB Nested Cultural Paradigms; 1. The Contextual Paradigm: Assumptions about the Role of Government in Economic Development; 2. The Cultural Paradigm of the EDB as an Organization; Summary and Conclusions: The Multiple Implications of the Three Cases; Questions for Readers; Part Two: What Leaders Need to Know about Macro Cultures; 6. Dimensions of the Macro-Cultural Context; Travel and Literature; Survey Research; Hofstede's IBM Study; The Globe Study.
- Ethnographic, Observational, and Interview-Based ResearchLanguage and Context; The Nature of Reality and Truth; Basic Time Orientation; The Meaning of Space: Distance and Relative Placement; Human Essence and Basic Motivation; Assumptions about Appropriate Human Activity; Assumptions about the Nature of Human Relationships; Summary and Conclusions; Questions for Readers; 7. A Focused Way of Working with Macro Cultures; Cultural Intelligence; How to Foster Cross-Cultural Learning; The Concept of a Temporary Cultural Island; Focused Dialogue in a Cultural-Island Setting.