Cover image for The new corporate cultures : revitalizing the workplace after downsizing, mergers, and reengineering
The new corporate cultures : revitalizing the workplace after downsizing, mergers, and reengineering
Deal, Terrence E.
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Publication Information:
Reading, Mass. : Perseus Books, [1999]

Physical Description:
vii, 312 pages : illustrations ; 25 cm
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HD30.19 .D43 1999 Adult Non-Fiction Central Closed Stacks

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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

Acknowledgmentsp. vii
Introductionp. 1
Part 1 Corporate Cultures and Performance
1 Culture Comes of Agep. 21
Part 2 Corporate Cultures in Crisis
2 The Rise of Shareholder Value and Short-Termism: The Gods Must Be Crazyp. 43
3 Downsizing and Reengineering: Corporate Lobotomyp. 63
4 Outsourcing: Corporate Amputationp. 89
5 Merger Mania: Shotgun Marriagep. 109
6 Computers: Cultural Isolationp. 131
7 Globalization: The Cultural Tower of Babelp. 149
8 Corporate Cultures After the Delugep. 169
Part 3 Rebuilding Cohesive Cultures
9 Exercising Cultural Leadership: The Personal Challengep. 191
10 Putting Fragmented Cultures Back Together: Building from the Ground Upp. 213
11 Building Momentum: The Fun Partp. 233
12 Ensuring High Performance: The Tough Partp. 251
13 Rebuilding the Social Context of Workp. 267
Notesp. 283
Permissions Acknowledgmentsp. 297
Indexp. 299