Taking Culture Seriously in Organization Development: A New Role for OD?

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DC Field	Value	Language
dc.creator	Schein, Edgar	-
dc.date	2003-02-26T17:25:59Z	-
dc.date	2003-02-26T17:25:59Z	-
dc.date	2003-02-26T17:25:59Z	-
dc.date.accessioned	2013-05-31T20:23:25Z	-
dc.date.available	2013-05-31T20:23:25Z	-
dc.date.issued	2013-06-01	-
dc.identifier	http://hdl.handle.net/1721.1/1834	-
dc.identifier.uri	http://koha.mediu.edu.my:8181/jspui/handle/1721	-
dc.description	Culture as a concept impacts organization development (OD) in two fundamental ways. First, it is increasingly evident that the practice of OD has to learn to deal with the cultures and subcultures of client systems. Dealing with cultures and sub-cultures requires conceptual models and intervention skills that deal realistically with what culture is and how culture works. Second, OD as an occupational community has developed a culture and sub-cultures within itself and has to learn what the strengths and weaknesses are of those occupational cultures and sub-cultures. Of particular importance is the recognition that the sub-cultures within OD may be in conflict with each other and not be aware of this. In this paper I will present a working model of culture and then analyze each of the two issues.	-
dc.format	59933 bytes	-
dc.format	application/pdf	-
dc.language	en_US	-
dc.relation	MIT Sloan School of Management Working Paper;4287-03	-
dc.subject	Organization Development	-
dc.subject	Culture	-
dc.title	Taking Culture Seriously in Organization Development: A New Role for OD?	-
dc.type	Working Paper	-
Appears in Collections:	MIT Items

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