Edgar Schein cytaty

Edgar H. Schein – amerykański psycholog, specjalizujący się w psychologii społecznej. Pracownik Massachusetts Institute of Technology. Badacz kultury organizacyjnej. Wywarł istotny wpływ na współczesne koncepcje zarządzania, wprowadzając do języka menedżerów takie pojęcia jak: doradztwo procesowe, kotwica kariery, umowa psychologiczna. Był jednym z pierwszych badaczy, który podkreślał, że doradztwo ma charakter procesu, a więc wymagaja od konsultanta faktycznego poznania działań firmy i jej kultury, a nie tylko formułowania abstrakcyjnych zaleceń.

Schein pracował pod kierunkiem Douglasa McGregora, współpracował z badaczami Warrenem Bennisem, Chrisem Argyrisem i Charlesem Handym.

Autor wielu książek i publikacji, najważniejsze z nich to: Process Consulting , "Process Consultation Revisited" , "In Career Anchors" , "Helping" , "Corporate Culture Survival Guide" 2009, "Organizational Culture and Leadership, fourth edition" . Wikipedia  

✵ 5. Marzec 1928   •   Natępne imiona ادقار شاین
Edgar Schein: 12   Cytatów 0   Polubień

Edgar Schein: Cytaty po angielsku

“A pattern of basic assumptions--invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration--that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.”

Wariant: [ Organizational culture is] a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and fell in relation to those problems.
Źródło: Organizational Culture and Leadership, 1985, p. 6

“A key characteristic of the engineering culture is that the individual engineer’s commitment is to technical challenge rather than to a given company. There is no intrinsic loyalty to an employer as such. An employer is good only for providing the sandbox in which to play. If there is no challenge or if resources fail to be provided, the engineer will seek employment elsewhere. In the engineering culture, people, organization, and bureaucracy are constraints to be overcome. In the ideal organization everything is automated so that people cannot screw it up. There is a joke that says it all. A plant is being managed by one man and one dog. It is the job of the man to feed the dog, and it is the job of the dog to keep the man from touching the equipment. Or, as two Boeing engineers were overheard to say during a landing at Seattle, “What a waste it is to have those people in the cockpit when the plane could land itself perfectly well.” Just as there is no loyalty to an employer, there is no loyalty to the customer. As we will see later, if trade-offs had to be made between building the next generation of “fun” computers and meeting the needs of “dumb” customers who wanted turnkey products, the engineers at DEC always opted for technological advancement and paid attention only to those customers who provided a technical challenge.”

Edgar H. Schein (2010). Dec Is Dead, Long Live Dec: The Lasting Legacy of Digital Equiment Corporation. p. 60