Organizational culture and leadership

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, Massachusetts -- Artifacts: 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 Readers