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This book explains how corporate culture develops and how it determines the quality of the corporation's output. It also describes methods for testing and assessing corporate culture and discusses strategies for making changes in the work enviroment that will bring about increased productivity.

Corporate culture pioneer Edgar H. Schein gets back to basics and delivers a dynamite primer on changing cultures packed with practical advice. Here, Schein separates the sense from the nonsense regarding culture change theory and practice and tells in plain terms how readers can assess their organization to determine if its current culture fits its people and products. He then examines corporate culture on three levels--behaviors, values, and shared assumptions--and shows how each factors into change initiatives. Framed around the questions managers ask most often, the book uses case studies to show what successful change looks like and to demonstrate how you can dismantle a dysfunctional culture. A Warren Bennis Book

The father of the corporate culture field and pioneer in organizational psychology on today's changing corporate culture....This is the definitive guide to corporate culture for practitioners. Recognized expert Edgar H. Schein explains what culture is and why it's important, how to evaluate your organization's culture, and how to improve it, using straightforward, practical tools based on decades of research and real-world case studies. This new edition reflects the massive changes in the business world over the past 10 years, exploring the influence of globalization, new technology, and mergers on culture and organization change. New case examples help illustrate the principals at work and bring focus to emerging issues in international, nonprofit, and government organizations as well as business. Organized around the questions that change agents most often ask, this new edition of the classic book will help anyone from line managers to CEOs assess their culture and make it more effective.Offers a new edition of a classic work with a focus on practitionersIncludes new case examples and information on globalization, the effects of technology, and managerial competenciesCovers the basics on changing culture and includes a wealth of practical advice

Draws from research at such firms as Hewlett-Packard, Xerox, ICI, and Nissan to show how the culture--shared beliefs, attitudes, and practices--of a company can influence its performance for better or worse.

The authors of the hugely influential Corporate Cultures reunite to assess the effects of the last two decades of management trends and to offer new strategies for achieving corporate renewal.

Business experts everywhere have been finding that corporations run not only on numbers, but on culture. In this revised and updated 2000 edition ofCorporate Cultures, organization consultants Terrence Deal and Allan Kennedy probe the conference rooms and corridors of corporate America to discover the key to business excellence. They find that the health of the bottom line is not ultimately guaranteed by attention to the rational aspects of managing-financial planning, personnel policies, cost controls, and the like. What's more important to long-term prosperity is the company's culture-the inner values, rites, rituals, and heroes-that strongly influence its success, from top management to the secretarial pool.For junior and senior managers alike, Deal and Kennedy offer explicit guidelines for diagnosing the state of one's own corporate culture and for using the power of culture to wield significant influence on how business gets done.

In the early '80s, Allan Kennedy and Terry Deal launched a new field of inquiry and practice, with the publication of Corporate Cultures, in which they argued that distinct types of cultures evolve within companies and have a direct impact on strategy and performance. Fifteen years later, the authors have teamed up to assess the effects of globalization, short-termism, technology, downsizing, outsourcing, mergers, and reengineering on corporate culture. They find that despite these tremendous pressures, organizations, by their very nature, will create self-reinforcing communities; the pattern today is for mini-cultures to form within the larger corporation. The challenge for managers and leaders at all levels is to find ways to knit these cultures together to unleash learning and encourage everyone to take ownership and pride in their work. Taking examples from innovative companies around the world, the authors offer new strategies for exercising cultural leadership,” rebuilding the cultural fabric of the organization, energizing the workforce, enhancing corporate performance, and preparing for new challenges in the 21st century.

This book explains how corporate culture develops and how it determines the quality of the corporation's output. It also describes methods for testing and assessing corporate culture and discusses strategies for making changes in the work enviroment that will bring about increased productivity.

Business experts everywhere have been finding that corporations run not only on numbers, but on culture. Organization consultants Terrence Deal and Allan Kennedy probe the conference rooms and corridors of corporate America to discover the key to business excellence. They find that the health of the bottom line is not ultimately d by attention to the rational aspects of managing€”financial planning, personnel policies, cost controls, and the like. What€™s more important to long-term prosperity is the company€™s culture€”the inner values, rites, rituals, and heroes€”that strongly influence its success, from top management to the secretarial pool.For junior and senior managers alike, Deal and Kennedy offer explicit guidelines for diagnosing the state of one€™s own corporate culture and for using the power of culture to wield significant influence on how business gets done.

In the Commonwealth Caribbean, the majority of the merchant firms that evolved into diversified conglomerates had their origins in the commercial merchant princes of the 19th century. They were an integral part of the colonial elite, and their wealth was premised principally on sugar, cocoa or bananas, as well as the import of finished goods and various materials from Europe and North America.

No subject is more important to the success of today's business organization than Corporate Culture. After so many years of failed fads and fix-its, such as business-process reengineering, outsourcing, downsizing, flawed go-for-growth strategies, and outrageous cases of corporate lawlessness, Dr. Jerry Want brings clarity and direction to the one subject that is most critical to the success and very survival of today's corporation- corporate culture. Corporate Culture: Illuminating the Black Hole is the definitive source of knowledge for understanding and building the new type of business culture that is required in this age of radical business change. Through dozens of real-life examples drawn from his many years of consulting and corporate experience, and unique tools such as the proprietary Hierarchy of Corporate cultures ranging from Predatory through Bureaucratic to high-performing New Age cultures, Dr. Want shows concretely and clearly how a company's culture permeates everything it does, and how to revitalize the culture in order to grow and perform to maximum capability. Case studies show how corporate culture has contributed to the success of such companies as Nucor, Harley-Davidson, Green Mountain Coffee Roasters, and Cisco Systems, among others. The book also examines how flawed corporate cultures have contributed to the failure or near failure of former industry leaders such as SmithKline, Motorola, Arthur Andersen, Xerox, and Polaroid, among others.

Conscience and Corporate Culture advances the constructive dialogue on a moral conscience for corporations. Written for educators in the field of business ethics and practicing corporate executives, the book serves as a platform on a subject profoundly difficult and timely. Written from the unique vantage point of an author who is a philosopher, professor of business administration, and a corporate consultant A vital resource for both educators in the field of business ethics and practicing corporate executives Forwards the constructive dialogue on a moral conscience for corporations Offers a philosophical and practical approach to considering business ethics

Music Genres and Corporate Cultures explores the seemingly haphazard workings of the music industry, tracing the uneasy relationship between economics and culture; `entertainment corporations' and the artists they sign. Keith Negus examines the contrasting strategies of major labels like Sony and Polygram in managing different genres, artists and staff. How do takeovers affect the treatment of artists? Why has Polygram been perceived as too European to attract US artists? And how did Warner's wooden floors help them sign Green Day? Through in-depth case studies of three major genres; rap, country, and salsa, Negus explores the way in which the music industry recognises and rewards certain sounds, and how this influences both the creativity of musicians, and their audiences. He examines the tension between raps public image as the spontaneous `music of the streets' and the practicalities of the market, and asks why country labels and radio stations promote top-selling acts like Garth Brooks over hard-to-classify artists like Mary Chapin-Carpenter, and how the lack of soundscan systems in Puerto Rican record shops affects salsa music's position on the US Billboard chart. Drawing on over seventy interviews with music industry personnel in Britain and the United States, Music Genres and Corporate Cultures shows how the creation, circulation and consumption of popular music is shaped by record companies and corporate business styles while stressing that music production takes within a broader culture, not totally within the control of large corporations.

Argues that the Dilbert comic strip actually promotes negative images of employees and reinforces the positions of management

Leading authorities share their approaches to understanding, managing and changing organizational cultures. Includes methods for identifying cultural norms, reinforcing the positive aspects of existing culture, and building new cultures that support organizational goals and strategies.

This is the story of Sea World, a theme park where the wonders of nature are performed, marketed, and sold. With its trademark star, Shamu the killer whale―as well as performing dolphins, pettable sting rays, and reproductions of pristine natural worlds―the park represents a careful coordination of shows, dioramas, rides, and concessions built around the theme of ocean life. Susan Davis analyzes the Sea World experience and the forces that produce it: the theme park industry; Southern California tourism; the privatization of urban space; and the increasing integration of advertising, entertainment, and education. The result is an engaging exploration of the role played by images of nature and animals in contemporary commercial culture, and a precise account of how Sea World and its parent corporation, Anheuser-Busch, succeed. Davis argues that Sea World builds its vision of nature around customers' worries and concerns about the environment, family relations, and education.While Davis shows the many ways that Sea World monitors its audience and manipulates animals and landscapes to manufacture pleasure, she also explains the contradictions facing the enterprise in its campaign for a positive public identity. Shifting popular attitudes, animal rights activists, and environmental laws all pose practical and public relations challenges to the theme park. Davis confronts the park's vast operations with impressive insight and originality, revealing Sea World as both an industrial product and a phenomenon typical of contemporary American culture. Spectacular Nature opens an intriguing field of inquiry: the role of commercial entertainment in shaping public understandings of the environment and environmental problems.

"WorldCom. Enron. Tyco. Shocking accusations of dishonesty and silent complicity have dominated headlines recently, and cost the American economy trillions of dollars. Clearly, dishonesty doesn’t pay. Drawing from these stories, as well as from more positive ones, Absolute Honesty shows how to establish and maintain a culture where honest communication is the norm, and employees can speak openly without fear of retribution. The book illustrates the impact that truthfulness and accountability can have on organizations, attacking the sort of passivity that allows little lies to grow into giant disasters. Structured around the Six Laws of Absolute Honesty, this insightful book goes beyond simply extolling the virtues of ethics to provide a template managers can use to maintain an environment of healthy debate. It also contains a toolbox of techniques anyone can apply to improve his or her ability to confront and resolve difficult issues. Companies can reap huge benefits from cultivating an atmosphere of trust. Absolute Honesty is an important, timely book that provides readers with the tools and strategies to establish a culture in which communication thrives and results speak for themselves."

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200+ comics, 150 pages in full color.A centerpiece of our culture. — Ben Henning, GooglerGoomics constantly redefines what it means to be "Googley". — Michael Head, GooglerGoogle's collective unconscious made manifest. — Luis Nin, GooglerI've read books about Google, before and after joining, and this is the best one by far. — Hans Wennborg, GooglerManu, you have a gift for depicting in comic form the succinct, pithy truths we all need to see. Don't ever stop. — Matt Stone, GooglerImpossible to ignore. — Satya Nadella, C.E.O. of Microsoft

Unread book in perfect condition.