World Library  
Flag as Inappropriate
Email this Article
 

Edgar Schein

Edgar H. Schein
Born March 5, 1928
Zurich
Residence United States
Citizenship United States
Nationality North American
Fields Psychology
Institutions MIT Sloan School of Management
Alma mater Harvard University, Stanford University, University of Chicago
Known for corporate culture
Notable awards Lifetime Achievement Award in Workplace Learning and Performance of the American Society of Training Directors, 2000
Everett Cherrington Hughes Award for Career Scholarship, 2000
Marion Gislason Award for Leadership in Executive Development, from the BU School of Management Executive Development Roundtable, 2002, Life time achievement award as Scholar Practitioner, Academy of Management, 2009; Life time achievement award for Leadership, International Leadership Assoc., 2012; Honorary Doctorate, Bled School of Management, Slovenia, 2012.

Edgar Henry Schein (born March 5, 1928), a former University of Chicago professor Marcel Schein.

Contents

  • Schein's organizational culture model 1
  • Schein's 'Career Anchors' 2
  • Education 3
  • Publications 4
  • Awards, honors 5
  • See also 6
  • References 7

Schein's organizational culture model

Illustration of Schein's model of organizational culture

Schein's model of organizational culture originated in the 1980s. Schein (2004) identifies three distinct levels in organizational cultures:

  1. artifacts and behaviours
  2. espoused values
  3. assumptions

The three levels refer to the degree to which the different cultural phenomena are visible to the observer.

  • Artifacts include any tangible, overt or verbally identifiable elements in an organization. Architecture, furniture, dress code, office jokes, all exemplify organizational artifacts. Artifacts are the visible elements in a culture and they can be recognized by people not part of the culture.
  • Espoused values are the organization's stated values and rules of behavior. It is how the members represent the organization both to themselves and to others. This is often expressed in official philosophies and public statements of identity. It can sometimes often be a projection for the future, of what the members hope to become. Examples of this would be employee professionalism, or a "family first" mantra. Trouble may arise if espoused values by leaders are not in line with the deeper tacit assumptions of the culture.[1]
  • Shared Basic Assumptions are the deeply embedded, taken-for-granted behaviours which are usually unconscious, but constitute the essence of culture. These assumptions are typically so well integrated in the office dynamic that they are hard to recognize from within.[2]

Schein's 'Career Anchors'

A career anchor is one's self-concept, and consists of one's perceptions of one's talents and abilities, one's basic values and one's perceptions of motives and needs as they pertain to career.

In Schein's original research from the mid-1970s he identified five possible career anchor constructs: (1) autonomy/independence, (2) security/stability, (3) technical-functional competence, (4) general managerial competence, and (5) entrepreneurial creativity. Follow-up studies in the 1980s identified three additional constructs: (6) service or dedication to a cause, (7) pure challenge, and (8) life style.[3]

A 2008 study distinguishes between entrepreneurship and creativity to form nine possible constructs.[4]

Education

Publications

  • Coercive Persuasion: A socio-psychological analysis of the "brainwashing" of American civilian prisoners by the Chinese Communists (1961) ISBN 0-393-00613-1
  • "Professional Education: Some new directions" (1972) ISBN 0-07-010042-X
  • "Career Dynamics" (1978) ISBN 0-201-06834-6
  • Organizational Psychology, 3d ed (1980) ISBN 0-13-641332-3
  • "The Clinical Perspective in Field Work" (1987) ISBN 0-8039-2975-7
  • "The Art of Managing Human Resources" (Editor, 1987) ISBN 0-19-504882-2
  • "Strategic Pragmatism: The culture of Singapore's Economic Development Board (1996) ISBN 0-262-19367-1
  • Process Consultation Revisited (1999) ISBN 0-201-34596-X
  • "DEC is Dead: Long Live DEC: The lasting legacy of Digital Equipment Corporation" (2003) ISBN 1-57675-225-9
  • Procesadvisering (2005) ISBN 90-5261-531-4
  • "The Corporate Culture Survival Guide,2d ed" (2009) ISBN 978-0-470-29371-3
  • "Helping: How to offer, give and receive help" (2009) ISBN 978-1-57675-863-2
  • Organizational Culture and Leadership, 4th ed (2010) ISBN 978-0-470-18586-5
  • "Humble Inquiry: the gentle art of asking instead of telling" (2013) ISBN 978-1-60994-981-5
  • "Career Anchors, 4th ed" with J. VanMaanen (2013) ISBN 978-1-118-45575-3
  • Organizational Psychology Then and Now: Some Observations. Annual Review of Organizational Psychology and Organizational Behavior, Vol. 2. (2015)

Awards, honors

Awards
  • Lifetime Achievement Award in Workplace Learning and Performance of the American Society of Training and Development, February 3, 2000
  • Everett Cherrington Hughes Award for Career Scholarship, Careers Division of the Academy of Management, August 8, 2000
  • Marion Gislason Award for Leadership in Executive Development, Boston University School of Management Executive Development Roundtable, December 11, 2002
  • Distinguished Scholar-Practitioner Award of the Academy of Management, 2009
  • Life Time Achievement Award from the International Leadership Association, 2012
  • Honorary Doctorate from the IEDC Bled School of Management in Slovenia, 2012
Professional
Board member

See also

References

  1. ^ [2], Edgar H. Schein's Model of Organizational Culture.
  2. ^ http://www.valuebasedmanagement.net/methods_schein_three_levels_culture.html
  3. ^ Schein, Edgar H. (November 1996). "Career anchors revisited: Implications for career development in the 21st century". Academy of Management Perspectives (The Academy of Management Executive) 10: 80–88.  
  4. ^ Danziger, Nira (2008). "The construct validity of Schein's career anchors orientation inventory". Emerald Group Publishing Limited. Retrieved 2011-11-09. 

See Books above

This article was sourced from Creative Commons Attribution-ShareAlike License; additional terms may apply. World Heritage Encyclopedia content is assembled from numerous content providers, Open Access Publishing, and in compliance with The Fair Access to Science and Technology Research Act (FASTR), Wikimedia Foundation, Inc., Public Library of Science, The Encyclopedia of Life, Open Book Publishers (OBP), PubMed, U.S. National Library of Medicine, National Center for Biotechnology Information, U.S. National Library of Medicine, National Institutes of Health (NIH), U.S. Department of Health & Human Services, and USA.gov, which sources content from all federal, state, local, tribal, and territorial government publication portals (.gov, .mil, .edu). Funding for USA.gov and content contributors is made possible from the U.S. Congress, E-Government Act of 2002.
 
Crowd sourced content that is contributed to World Heritage Encyclopedia is peer reviewed and edited by our editorial staff to ensure quality scholarly research articles.
 
By using this site, you agree to the Terms of Use and Privacy Policy. World Heritage Encyclopedia™ is a registered trademark of the World Public Library Association, a non-profit organization.
 


Copyright © World Library Foundation. All rights reserved. eBooks from Project Gutenberg are sponsored by the World Library Foundation,
a 501c(4) Member's Support Non-Profit Organization, and is NOT affiliated with any governmental agency or department.