by Daniel R. Denison

Reveals the complex, interdependent relationship between an organization's corporate culture and its financial effectiveness, through analysis based on interviews, financial data, and case studies of corporations, including Medtronic, People Express Airlines, and Detroit Edison. Unlike most other organizational theory books, it uses hard data and in-depth case research, as well as anecdotal material, to support the culture and effectiveness model. --This text refers to the Paperback edition.







by Harry Woodward, Steve Buchholz, Karen Hess (Editor)

A practical, hands-on guide to helping employees through the often painful process of organizational change—whether from technological innovation, limited resources, or new management. Based on years of experience, this field-tested book will teach the crucial skills and strategies to help managers deal with their co-workers' reactions to change; minimize the disruptions in productivity, creativity, and worker relationships; and make the transition a positive experience. Each section includes a step-by-step treatment of tactics, case-studies of real situations, dialogues, and illustrations. Also includes a list of references.







by Edgar H. Schein

In this third edition of his classic book, Edgar Schein shows how to transform the abstract concept of culture into a practical tool that managers and students can use to understand the dynamics of organizations and change. Organizational pioneer Schein updates his influential understanding of culture—what it is, how it is created, how it evolves, and how it can be changed. Focusing on today's business realities, Schein draws on a wide range of contemporary research to redefine culture, offers new information on the topic of occupational cultures, and demonstrates the crucial role leaders play in successfully applying the principles of culture to achieve organizational goals. He also tackles the complex question of how an existing culture can be changed—one of the toughest challenges of leadership. The result is a vital resource for understanding and practicing organizational effectiveness.







by Jim Ware, Beth Michaels, Dale Primer

The investment industry has enjoyed nearly twenty years of extraordinary prosperity, during which time good leadership skills were not vital to success. Now that the industry is entering a new and more competitive era, the future of firms will depend on good leadership-and managing the firm will become as important as managing the money. So, how do leaders create winning cultures that result in the most successful investment firms? How do leaders fully leverage the talent in a company to obtain positive results? Investment Leadership: Building a Winning Culture for Long-Term Success clearly identifies those elements of leadership that significantly contribute to an investment firm's sustainable success. Combining an in-depth knowledge of the investment industry with time-tested, research-based concepts and tools in the areas of leadership and culture, author Jim Ware, with the help of Beth Michaels and Dale Primer, reveals the secrets of long-term success in the investment industry.







by Kim S. Cameron, Robert E. Quinn

This book provides validated instruments for diagnosing organizational culture and management competency, as well as a theoretical framework for understanding organizational competency. It also provides strategies and methodologies for changing organizational culture and personal behavior.







by David C. Thomas, Kerr Inkson

Much more than simply a list of protocols, Cultural Intelligence helps readers develop a mind-set that can be applied to any number of countries, cultures, and business situations. It is a systematic way to approach the tremendous variety of interactions and challenges that business people must face around the world—much easier and more realistic than documenting every trait of every culture and preparing to cater to each. This book presents a three-stage process for becoming culturally intelligent. These steps involve learning the fundamental principles of cross-cultural interactions, such as what cultures are, how they might vary, and how they affect behavior; practicing mindfulness and paying attention in a reflective and creative way to cues; and developing a repertoire of behavioral skills that can be adapted to different situations. It takes time and effort to develop high cultural intelligence, but this book helps readers with the right attitude begin this rewarding experience.







by Darrel W. Ray, Howard Bronstein

The Performance Culture gives leaders a set of practical tools for building and sustaining an environment that supports high performance teamwork. How to integrate organizational culture and teamwork is a key concept throughout the book. Chapters deal with leader behaviors, team disciplinary procedures, tips on how to intervene and develop teams and much more.







by Terrence E. Deal, Allan A. Kennedy

A reissue of the classic best-seller that coined the term "corporate culture." In the early 1980s, Terry Deal and Allan Kennedy launched a new field of inquiry and practice with the publication of their landmark book, Corporate Cultures, in which they argued that distinct types of cultures evolve within companies, with a direct and measurable impact on strategy and performance. Despite the dramatic evolution of the business landscape over the last twenty years, the basic principles of the book remain as fresh and relevant as they did when it was first published: that organizations, by their very nature, are social enterprises, with tribal habits, well-defined cultural roles for individuals, and various strategies for determining inclusion, reinforcing identity, and adapting to change. In the new introduction, the authors reflect on the enduring lessons of their investigation into the life of organizations.

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