Abstract

САНКТ-ПЕТЕРБУРГСКИЙ УНИВЕРСИТЕТ

УПРАВЛЕНИЯ И ЭКОНОМИКИ

А С П И Р А Н Т У Р А

Кафедра иностранных языков

Р Е Ф Е Р А Т

По книге Эдгара Ш. Шейн

«Организационная культура и лидерство»

Выполнила:

соискатель

Дмитриева Светлана Юрьевна

Санкт-Петербург

Санкт-Петербургский университет управления и экономики

А С П И Р А Н Т У Р А

Р Е Ц Е Н З И Я

ОЦЕНКА работы________ Подпись преподавателя ____________

Дата проверки «____» _____________ 20___ г.

План реферата:

1. Аннотация;

2. Перевод текста на русский язык;

3. Глоссарий;

4. Текст на иностранном языке (в приложении).

Abstract

There has been a significant rise in interest in corporate culture in recent years, partly because of the failure of the «codes, dilemmas, and decision-making» focus of so much business ethics education – and partly because of the positive emphasis on culture by business leaders and writers.

The book that stands apart from all others on this topic is Edgar H. Schein’s classic “Organizational Culture and Leadership” in its third edition.

Schein gives us 400 pages of brilliant insight, drawing not just from great sociologists and anthropologists but from social psychologists and organizational behavior experts.

His book runs counter to the more popular view that a strong culture makes more money or that we can rationally plan and execute cultural change. E.H. Schein argues that we should “ not confuse culture with other useful concepts, such as “climate”, “values” or “corporate philosophy".

Schein organized his study in three sections.

First he defines organizational culture (and leadership).

In part two hi goes into great detail unpacking the “dimensions of culture”.

In part three, Schein turns to the leadership role culture building and changing.

Culture is to organizations what character is to individuals, Schein says.

Culture is phenomena beneath the surface that constrain and guide behavior.

Leadership creates and changes culture but culture also effects and even defines leadership in organizations. It is a critical reciprocal relationship.

Schein provides a great list of various categories used to describe culture;

Immediately it is clear that he has a grasp of the field matched by few others.

Schein defines culture as “ a pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaption and internal integration” (p. 17).

He argues that there three basic levels of corporate culture:

1. “artifacts”- by which he means not only physical infrastructure but organizational processes and policies, myths, rituals, and the “climate”;

2. “espoused beliefs and values”- the core values list etc.;

3. “basic assumptions”- taken for granted beliefs, perceptions, thoughts, etc..

Schein does a great job of showing how charismatic founding leaders create shared culture as the young organization succeeds in managing its external and internal challenges by acting on one or another value or perspective. Success breeds deeper commitment and cultural habit.

Schein shows how mission and vision get concretized in specific goals and strategies and drive cultural development by requiring and reinforcing certain habits of thought and action until those become taken- –for-granted assumptions.

Schein’s discussion (Ch. 13) of “How Leaders Embed and Transmit Culture” is a superb account of how cultural values must be embedded, articulated, and reinforced in reward and compensational systems, role modeling, HR practices, budgeting, organizational design, physical space, rites and rituals, and formal statements of values and philosophy.

His discussion of how leadership can affect culture in young, mid-life, or mature organizations, and the kinds of events and needs that can provoke cultural change, are uniformly insightful. He gives lots of illustrations from different companies he has worked with.

This is one of those books that I really believe will help any manager or leader to rise to a higher level of understanding and expertise.

3.