Edgar Schein se zabývá zkoumáním organizační kultury, procesního poradenství, výzkumných procesů, kariérní dynamiky a učení se organizací a jejich změn. Jeho práce analyzuje, jak národní, organizační a profesní kultury ovlivňují výkonnost organizací a jak poradci pracují na problémech v lidských systémech. Schein také poskytuje návod, jak mohou jednotlivci diagnostikovat své vlastní kariérní potřeby a jak se manažeři mohou vypořádat s kulturními otázkami ve svých organizacích. Jeho výzkum se zaměřuje na pochopení hlubších dynamik, které řídí organizační chování a rozvoj.
Profesor sociální psychologie na Massachusetts Institute of Technology v Bostonu shrnuje a objasňuje základní přístupy psychologie práce ke studiu člověka a různých forem jeho činnosti na pracovišti v podmínkách současné ekonomiky. Autorovo komplexní systémové pojetí nespočívá v konečných řešeních či řazení poznatků. Schein třídí problémy a k problematice lidí v organizacích se snaží přistupovat pružným způsobem.
A member of the PH OD Series! Volume II clarifies the concept of process consultation as a viable model of how to work with human systems as defined in the previous volume, Process Its Role in Organization Development (19 69), and introduces modifications and new ideas that elaborate on and have evolved beyond the material in the first volume. Included are such topics as cultural rules of interaction; initiating and managing change; intervention strategy; tactics and style; and emerging issues in process consultation.
The book that defined the field, updated and expanded for today's organizations Organizational Culture and Leadership is the classic reference for managers and students seeking a deeper understanding of the inter-relationship of organizational culture dynamics and leadership.
Regarded as one of the most influential management books of all time, this fourth edition of Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals.
A member of the PH OD Series! How can you influence a situation in the workplace without the direct use of power of formal authority? This book shows you how by presenting the core theoretical foundations and basic prescriptions for effective management.
Written by an authority on organizational psychology, this interdisciplinary text can be used as a supplement in organizationsl behavior courses in departments of psychology and business.
Consulting in Complex and Changing Times Organizations face challenges today that are too messy and complicated for consultants to simply play doctor: run a few tests, offer a neat diagnosis of the “problem,” and recommend a solution. Edgar Schein argues that consultants have to jettison the old idea of professional distance and work with their clients in a more personal way, emphasizing authentic openness, curiosity, and humility. Schein draws deeply on his own decades of experience, offering over two dozen case studies that illuminate each stage of this humble consulting process. Just as he did with Process Consultation nearly fifty years ago, Schein has once again revolutionized the field, enabling consultants to be more genuinely helpful and vastly more effective.
Communication is essential in a healthy organization. But all too often when we interact with people—especially those who report to us—we simply tell them what we think they need to know. This shuts them down. To generate bold new ideas, to avoid disastrous mistakes, to develop agility and flexibility, we need to practice Humble Inquiry. Ed Schein defines Humble Inquiry as “the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person.” In this seminal work, Schein contrasts Humble Inquiry with other kinds of inquiry, shows the benefits Humble Inquiry provides in many different settings, and offers advice on overcoming the cultural, organizational, and psychological barriers that keep us from practicing it.
"This new edition of the worldwide bestseller (over 200,000 copies sold and translated into seventeen languages) from two of the true giants in organizational culture studies offers 50% new content and a simple and effective technique for building more positive relationships, especially between people of different statuses"-- Provided by publisher
Discover a more agile, democratic, and effective model of leadership, from legendary business scholar Edgar Schein and Silicon Valley executive Peter Schein. Legendary organizational scholar Edgar Schein and former Silicon Valley executive Peter Schein say leadership today requires that people transcend their hierarchical roles and relate to each other as human beings--what they call humble leadership. In such relationships new ideas can flow freely, mistakes can come to light immediately, and course corrections can be made in real time rather than "by committee" or by order of the lone heroic CEO. This second edition includes three new chapters. Chapter 1 zeros-in on the Schein's actionable definition of leadership--relative to management and administration--focused on leading people toward "new and better." Chapter 2 introduces the concept of "situational humility"--leaders now need to shift between several types of relationships to deal with the accelerating complexity of a supply-constrained, "quiet-quitting," and "two-days-in-the-office" world. And Chapter 5 explains how to create a culture of humble leadership. Illustrated with examples from healthcare, government, the military, tech, and more, this is a compact, accessible guide to a leadership paradigm far better suited to a world that demands fast, nimble response to change, and a workplace hungry for mutual respect and trust.