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The Corporate Culture Survival Guide
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Culture. We blithely use the term for just about anything--a vibrant culture, a dominant culture, a corporate culture. But do we really know what we're saying, what the notion of a "culture" really means? Or do we most often assume that the term is just a convenient way to group together those with a common purpose, goal or method of achieving that goal? Isn't a corporate culture, for example, just "the way we do things around here"?
No, it's not. In The Corporate Culture Survival Guide, Edgar Schein reveals how that's merely the tip of the iceberg, an iceberg that managers ignore at the peril of their company's future. Underneath, lies the much harder to grasp "essence" of the company, the "learned, shared, tacit assumptions on which people base their daily behavior". These assumptions are learned over time and in different internal and external environments, becoming, as Schein puts it, the "residue of success". As these assumptions influence all aspects of how a company functions, discovering their nature and cause is vital to the success of any new organisation-wide venture or strategy. In the second half of the book, Schein illustrates how, using this knowledge, a company's culture can be deliberately created or changed. Supported by numerous case study examples, his advice is pertinent to start-ups, mature companies and blended organisations.
If you are the type of manager that needs a quick fix solution, with simple catch-phrases and an easy Five Step Program to Success, this book is not for you. Nor are the benefits to be gained from acquiring the depth of knowledge and insight needed to understand, work with, and transform your corporate culture. Using intelligent, lucid prose, Schein provides this kind of insight and more; he tells both warning and inspiring tales of what this insight can mean for your company, and offers useful suggestions on how to put knowledge into practice. --S. Ketchum, Amazon.com -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.
Amazon.com
Culture. We blithely use the term for just about anything--a vibrant culture, a dominant culture, a corporate culture. But do we really know what we're saying, what culture really means? Or do we most often assume that the term is just a convenient way to group those with a common purpose or goal and a method for achieving it? Isn't a corporate culture, for example, just "the way we do things around here"?
No, it's not. In The Corporate Culture Survival Guide, Edgar Schein reveals how that's merely the tip of the iceberg, an iceberg that managers ignore at the peril of their company's future. Underneath lies the much-harder-to-grasp "essence" of the company, the "learned, shared, tacit assumptions on which people base their daily behavior." These assumptions are learned over time and in different internal and external environments, becoming, as Schein puts it, the "residue of success." As these assumptions influence all aspects of how a company functions, discovering their nature and cause is vital to the success of any new organization-wide venture or strategy. In the second half of the book, Schein illustrates how, using this knowledge, a company's culture can be deliberately created or changed. Supported by numerous case-study examples, his advice is pertinent to startups, mature companies, and blended organizations.
If you're the type of manager that needs a quick-fix solution, with simple catch phrases and an easy Five Step Program to Success, this book is not for you. Nor are the benefits to be gained from acquiring the depth of knowledge and insight needed to understand, work with, and transform your corporate culture. Using intelligent, lucid prose, Schein provides this kind of insight and more; he tells cautionary as well as inspiring tales of what this insight can mean for your company, and offers useful suggestions for putting knowledge into practice. --S. Ketchum -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.
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Kundenrezensionen
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3 von 3 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
"I am writing again, to supplement my longer books of 1985 and 1992 (Organizational Culture and Leadership, first and second editions respectively), and to be more pointed in my argument. There is now abundant evidence that corporate culture makes a difference to corporate performance; we know that leaders increasingly need concepts and tools for working with culture in varied and subtle ways. If you want to take a serious rather than superficial look at culture in organizations, struggle through this book with me-and let the complexity inform you rather than turn you off...In each chapter, I provide the logic of the argument, but I also give you case material and practical suggestions for what you can do to test the ideas for yourself. I hope the chapter titles are self-explanatory; you should feel free to jump around to follow your own questions. I find that learning to see the world through culturally more sophisticated lenses is fun. You see more, and you understand more. I hope that you too discover that it is fun to have cultural insight" (from the Preface).
In this context, Edgar Schein argues that "The bigger danger in trying to understand culture is to oversimplfy it in our minds". Therefore, according to Schein, instead of say that culture is 'the way we do things around here', 'the rites and rituals of our compay', 'the company climate', 'the reward system', 'our basic values', and so on, a better way to think about culture is to realize that it exists at several 'levels'. Thus, he firstly categorizes culture into three levels (more detailed discussion see Chapter Two):
1. 'Artifacts': These are visible organizational structures and processes (hard to decipher).
2. 'Espoused Values': These are strategies, goals, and philosophies of an organization(espoused justifications).
3. 'Shared Tacit Assumptions': These are unconscious, taken-for-granted beliefs, perceptions, thoughts, and feelings (ultimate source of values and action).
Hence, after reviewing popular views on culture, he abstractly defines culture as the sum total of all the shared, taken-for-granted assumptions that a group has learned throughout its history. And to give a more realistic view of what culture covers, he outlines the areas in which cultural assumptions make a difference as below (more detailed discussion see Chapter Three). At this point, he argues that "cultural assumptions involve not only the internal workings of the organization but, more important, how the organization views itself in relation to its various environments". In other words, culture is deep, extensive, and complex. It covers all aspects of reality and human functioning.
1. External Survival Issues
* Mission, strategy, goals
* Means: structure, systems, processes
* Measurement: error-detection and correction systems
2. Internal Integration Issues
* Common language and concepts
* Group boundaries and identity
* The nature of authority and relationships
* Allocation of rewards and status
3. Deeper Underlying Assumptions
* Human relationship to nature
* The nature of reality and truth
* The nature of human nature
* The nature of human relationships
* The nature of time and space
Within this general principles, he examines all aspects of culture throughout the book, and finally he argues that "Learning about culture is requires effort. You have to enlarge your perception. You have to examine your own thought process. You have to accept that there are other ways to think and do things".
Strongly recommended.
Format:Gebundene Ausgabe
This book is of Schein's usual high caliber and contains an incredible amount of useful information for both the consultant and the manager. My one criticism would be that when read consecutively, the chapter topics did not seem to flow logically (to his credit, the author does state in the introduction that he designed the book to be read in such a way that people could skip around to what interested them). Transformative change segways into the midlife company which transitions into mergers and acquisitions - a little jarring although always interesting. I think this is definitely a book to have on the Schein section of the bookshelf.
Format:Gebundene Ausgabe
I would give this book to anyone starting a new hob in a corporation since it tells the person on how to both detect and understand the nature of corporate culture.
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