Available:*
Library | Call Number | Material Type | Home Location | Status |
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Central Library | HD30.19 .D43 1999 | Adult Non-Fiction | Central Closed Stacks | Searching... |
On Order
Summary
Summary
In the early '80s, Allan Kennedy and Terry Deal launched a new field of inquiry and practice, with the publication of Corporate Cultures, in which they argued that distinct types of cultures evolve within companies and have a direct impact on strategy and performance. Fifteen years later, the authors have teamed up to assess the effects of globalization, short-termism, technology, downsizing, outsourcing, mergers, and reengineering on corporate culture. They find that despite these tremendous pressures, organizations, by their very nature, will create self-reinforcing communities; the pattern today is for mini-cultures to form within the larger corporation. The challenge for managers and leaders at all levels is to find ways to knit these cultures together to unleash learning and encourage everyone to take ownership and pride in their work. Taking examples from innovative companies around the world, the authors offer new strategies for "exercising cultural leadership,"--rebuilding the cultural fabric of the organization, energizing the workforce, enhancing corporate performance, and preparing for new challenges in the 21st century.
Author Notes
Terrence E. Deal is the Irvine R. Melbo Professor of Education at Rossier College, University of Southern California, and Professor of Education at Peabody College, Vanderbilt University. A former teacher, principal, and cop, he is the author or coauthor of nineteen books, including Leading with Soul and Corporate Celebration. He lives in San Luis Obispo, California.
Allan A. Kennedy is a writer and management consultant to a wide variety of organizations in the United States and Europe. Formerly the president of a microcomputer software company and a partner of several major consulting firms, he is the coauthor, with Terrence E. Deal, of Corporate Cultures. He lives in Boston, Massachusetts.
Table of Contents
Acknowledgments | p. vii |
Introduction | p. 1 |
Part 1 Corporate Cultures and Performance | |
1 Culture Comes of Age | p. 21 |
Part 2 Corporate Cultures in Crisis | |
2 The Rise of Shareholder Value and Short-Termism: The Gods Must Be Crazy | p. 43 |
3 Downsizing and Reengineering: Corporate Lobotomy | p. 63 |
4 Outsourcing: Corporate Amputation | p. 89 |
5 Merger Mania: Shotgun Marriage | p. 109 |
6 Computers: Cultural Isolation | p. 131 |
7 Globalization: The Cultural Tower of Babel | p. 149 |
8 Corporate Cultures After the Deluge | p. 169 |
Part 3 Rebuilding Cohesive Cultures | |
9 Exercising Cultural Leadership: The Personal Challenge | p. 191 |
10 Putting Fragmented Cultures Back Together: Building from the Ground Up | p. 213 |
11 Building Momentum: The Fun Part | p. 233 |
12 Ensuring High Performance: The Tough Part | p. 251 |
13 Rebuilding the Social Context of Work | p. 267 |
Notes | p. 283 |
Permissions Acknowledgments | p. 297 |
Index | p. 299 |