Organizational Culture and Leadership

Preface to Fourth Edition.
The Author.
Part One: Organizational Culture and Leadership Defined.
1. The Concept of Organizational Culture: Why Bother?
2. The Three Levels of Culture.
3. Cultures in Organizations: Two Case Examples.
4. Macrocultures, Subcultures, and Microcultures.
Part Two: The Dimensions of Culture.
5. Assumptions About External Adaptation Issues.6. Assumptions About Managing Internal Integration.
7. Deeper Cultural Assumptions: What is Reality and Truth?
8. Deeper Cultural Assumptions: The Nature of Time and Space.
9. Deeper Cultural Assumptions: Human Nature, Activity, and Relationships.
10. Culture Typologies and Culture Surveys.
11. Deciphering Organizational Cultures.
Part Three: The Leadership Role in Building, Embedding, and Evolving Culture.
12. How Culture Emerges in New Groups.
13. How Founder/Leaders Create Organizational Cultures.
14. How Leaders Embed and Transmit Culture.
15. The Changing Role of Leadership in Organizational "Midlife".
16. What Leaders Need to Know About How Culture Changes.
Part Four: How Leaders Can Manage Culture Change.
17. A Conceptual Model for Managed Culture Change.
18. Culture Assessment as Part of Managed Organizational Change.
19. Illustrations of Organizational Culture Changes.
Part Five: New Roles for Leaders and Leadership.
20. The Learning Culture and the Learning Leader.
21. Cultural Islands: Managing Multicultural Groups.
References.
Index.

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 .