Argues that organizations should be thought of as cultures ratherthan machines, and that managing is as much a social as a technicalprocess. Suggests that effective leadership, and the successful designof appropriate organization development programmes, are dependent onexecutive understanding and sensitivity to organizational culture.Describes Scheins model of culture and illustrates each of its majorelements with examples drawn from the literature and the authors ownexperience. These examples demonstrate the importance and the power ofcultural approaches to understanding organizations in general and theleadership function in particular. Demonstrates a new set of tools formobilizing commitment and enforcing control that can have importantperformance implications, and which will be of value to the practisingmanager.
Leadership & Organization Development Journal – Emerald Publishing
Published: Feb 1, 1992