Organizational Culture And Leadership By Edgar H Schein Pdf !!BETTER!!
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Scholars of organizational culture who emphasize the cultural content of organizations tend to focus on organizational culture as a self-identity and a heritage that is not strategy, execution or management. They see organizational culture as a timeless, enduring identity, which has nothing to do with organization's strategic and managerial priorities. My own view is that culture is a constant state of being, a function of the whole organization, not a set of self-identity. It is about where we are and how we behave. It guides our literature, our print advertising, our mission statements and our various legal codes; but it never successfully presides over the direction and course of the organization. Therefore, culture is a part of the dictionary of the organization, not the preeminent parameter. At the same time, culture is a fundamental component of the operation of the organization, it is the most enduring domain through which the organization enacts its mandate. Therefore, culture is both a part of the organization and the organization's most enduring dimension and attribute. It is therefore both an acquisition and a retention force in determining the success of the organization.
The vast majority of organizations have a culture, that is, they reflect the self-identity, history and environment of a definite community. The processes by which a community establishes its various common values and meanings are called culture. Culture develops gradually over a long history and develops rapidly in response to external stress.
Social change is the constant change in the internal processes governing a social group, and that group's response to external challenge. We can be guided by the work of William Goode, who speaks of three key elements of social change, the social change engine, the rule and the script. d2c66b5586