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Leadership and cultural webs in organisations : Weavers' tales

Author: A J McLean
Publisher: Bingley, Yorkshire, UK : Emerald, 2013.
Edition/Format:   eBook : Document : English : First editionView all editions and formats
Summary:
The call for a change of culture is common in organizations. What this means and how to approach it have proved to be elusive challenges for leadership studies. Building on the metaphor of cultures as 'webs', McLean considers how cultural webs form and change, and shows how to reveal the unique forms they take in different organizational settings.
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Genre/Form: Electronic books
Additional Physical Format: Print version:
McLean, A.J. (Adrian J.).
Leadership and cultural webs in organisations
(OCoLC)860809249
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: A J McLean
ISBN: 9781783501090 178350109X 1306291151 9781306291156
OCLC Number: 868884795
Notes: Includes index.
Description: 1 online resource (300 pages) : illustrations
Contents: Front Cover; Leadership and Cultural Webs in Organisations: Weavers' Tales; Copyright Page; Contents; Preface; ORGsimONE Cards; References; Acknowledgements; Chapter 1 Beyond the Holy Grail; Three Envelopes; Know Your Maps; A Quiet Revolution; A Lesson in Hubris; Bateson's Dog; Structure of the Book; References; Chapter 2 Seeing with Our Minds; In Search of Meaning ... ; Early Excursions; Meaning is Neither Universal Nor Fixed; Cultures as Webs of Signification; Behaviour Is Symbolic ... Symbols Carry Meaning; Organisation Structures as Symbols ... ; Words Make Worlds ... ; References. Chapter 3 Symbols and Culture: Terms, Tales and TotemsFirst Impressions --
The Public Face of the Culture; Second Impressions --
Encountering the Informal Face of the Culture; Early Socialisation; Secondary Socialisation --
Getting into the Swim; Deep Familiarity --
Things Get Real; High and Low-Profile Symbols; High-Profile Symbols; Low-Profile Symbols; Symbolic Alignment or Mixed Messages; The Paradox of High and Low-Profile Symbols; The Craft of Weaving; Amplification and Magnification --
the Goldfish Bowl Effect; Conclusion; References; Chapter 4 Putting Ourselves in the Picture. 'Be the message, just make it clear ... '1 Embodiment as InterventionLanguage, Metaphor and the Formulation of Questions: The Gentle Art of Framing and Reframing; Framing and Reframing; Words Make Worlds: Language and Metaphor as Cultural Threads; Systems and Procedures as Cultural Threads; The Medium is the Message: Experience as Thread; Other Threads; Signage; Appointments, Promotions and Departures; Team Composition; Building Design --
Artefacts; Concluding Thoughts; References; Chapter 5 The Weaver's Craft; Fateful Questions; Treasure Your Exceptions; Difference that Makes a Difference. Not All Difference Makes a DifferenceNew Ways --
The Inner London Magistrate's Courts Service; Engaging in Inquiry; Weaving; Connecting Different Worlds --
The Lunchtime Conversations; Concluding Comments; References; Chapter 6 When Cultures Merge; The Challenge; Weaving a New Cultural Tapestry --
the NSN Story; Going Global --
The JAM; Reflections --
Weavers Among Weavers; Interweaving High and Low-Profile Symbols; References; Chapter 7 The Pattern That Connects; Sleepy Hollow; Engineering Incorporated --
when the solution is the problem; System Solutions ... Organisation as Algorithm. Dartington GlassThe Pattern that Connects; References; Chapter 8 Revealing Cultural Patterns; Revealing the Culture --
Estrangement; Revealing the Culture --
Enactment; Revealing the Culture --
Exemplification; Imagery --
A Fourth Principle?; References; Chapter 9 Web as Metaphor; From Ordinary to Extraordinary Leadership; Beyond Mechanistic Thinking; On Webs; 1. Webs Are Strong ... ; 2. Webs Rely on Secure Anchors; 3. The Construction of a Web Commences with the Weaving of Radial Threads; 4. Spiders Use Temporary Threads in the Process of Constructing a Web.
Other Titles: Leadership and cultural webs in organizations
Responsibility: by Adrian McLean, the McLean Partnership, Inc., Pawlet, VT, USA.

Abstract:

The call for a change of culture is common in organisations, but what this means and how to go about it have proved to be elusive challenges for leadership studies. Building on the metaphor of  Read more...

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