This book is a practical guide to “reading” the culture of organizations and to understanding the implications of culture for organizational effectiveness. Sharing their experiences from over 25 years of consulting and teaching, the authors make the process of cultural analysis practical and applicable. Beginning with an explanation of the theories of organizational culture, the book provides guidance on collecting information, leading students through qualitative research methods of observation, interviewing, and analyzing written texts. Students come away equipped to apply cultural insights to fostering diversity, supporting organizational change, making leadership more dynamic, understanding the link between ethics and culture, and achieving personal growth.

Key Features

Application activities are integrated throughout each chapter: Inviting students to apply the concepts learned, these activities can also be used in class or for assignments.; Four contexts chapters contain topical cases and examples: These chapters demonstrate the value of cultural analysis as students consider the implications for change, ethics, diversity, and leadership.; Includes numerous real-life examples: Based on the authors' extensive consulting experience, these examples help students see the material applied in context.; NEW! Expanded discussion of ethics with related cases, and sections on multicultural organizations, generational diversity, the use of dialogue groups, and intercultural training bring the text thoroughly up to date.

An Introduction to Step Three: Use Multiple Methods for Gathering Cultural Information—Method Acting

An Introduction to Step Three: Use Multiple Methods for Gathering Cultural Information—Method Acting

An introduction to step three: Use multiple methods for gathering cultural information—Method acting

The Meeting

You walk into a meeting, and before you sit down you notice that all the seats are taken except the one next to the boss. Everyone stops talking as you quickly, but quietly, sit down. You place your folder in front of you and look at your watch, finding that you were only 2 minutes late. The boss is talking about second-quarter earnings, and as she talks you glance around the room. You see one of your colleagues, hired just months before you, gazing out the window, apparently paying little attention. You shuffle a few papers in front of ...

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