This book uses organisational theory to explore how power and leadership operate in development organisations in different contexts and at different levels. Culture as a tool for enacting change is of particular importance within organisational and leadership analysis but often limiting. Notions of exceptionalism within the development sector mean that lessons from other organisational contexts are often disregarded or deemed irrelevant. In examining the way that culture operates in organisational and leadership analysis and in development thinking and approaches, the book invites closer attention to modes of organising and leading. The book examines development exceptionalism and the leadership fetishism that it evokes as a panacea for addressing disorder and crisis. The term organisationalism is deployed to capture the endeavours to control and manage, produce and reproduce organisation, and the manifestations, responses and imprints of ‘seeing like an organisation’. The modes and manifestations of organisationalism are especially notable in times of crisis and disorder, accusations of wrongdoings, bad culture and bad leadership. This book makes an important contribution to debates on development exceptionalism and leadership and as such will be of interest to researchers in development studies and management studies and related disciplines across sociology, politics and global governance.
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 ...
Hence, managers and leaders need to have an understanding of this important concept for best results. This book provides relevant knowledge about the concept of culture.
This process enhances the other valuable tools in this comprehensive guide, so you can start building a positive organizational culture right away.
In addition, the book contains new information that reflects culture at different levels of analysis from national and ethnic macroculture to team-based microculture.
Offers a definition of contemporary company culture as well as practical advice on how to alter that culture.
This second edition updates Schein's influential understanding of culture - what it is, how it is created, how it evolves, and how it can be changed - and lucidly demonstrates the crucial role leaders play in successfully applying the ...
There are proven success steps leaders need to follow to bring about cultural changes in their organizations. This book provides the steps and questions for leaders to address relative to whether their organizations are in need of a change.
Tried and tested toolkits and templates plus case studies from organizations who have successfully implemented this approach including London Ambulance Service, Aviva, The FT and British Retail Consortium are contained within ...
With expert discussion on the benefits of a people-focused culture, the importance of company values and how to measure and reward performance, this is an indispensable guide for HR and OD practitioners looking to create an environment that ...
Much of this story is told in Thomas H. Davenport and Brook Manville, Judgment Calls: 12 Stories of Big Decisions and the Teams That Got Them Right (Boston: Harvard Business Review Press, 2012), 143–160. Davenport and Manville, 148.