Niveles de la Cultura Organizacional
Schein

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Resumen

Tres niveles de cultura de Edgard Schein que define la cultura de organización Las culturas nos rodean a todos. Las culturas son profundamente arraigadas, profundas y complejas.


Según Edgard Schein, no podremos entender el Aprendizaje Organizacional y  el desarrollo y cambio planificado, a menos que consideremos la cultura como la fuente primaria de la resistencia al cambio.

Además, si los gerentes no toman consciencia de las culturas en las cuales se encuentran inmersos, esas culturas serán las que los dirigan a ellos. La comprensión cultural organizacional es deseable para todos, pero es esencial para los líderes si ellos tienen que guiar.


Con sus Tres Niveles de Cultura Organizacional, Edgard Schein ha realizado una importante contribución para definir cuál es realmente la cultura organizacional.


¿Cuáles son los tres Niveles de la Cultura Organizacional? Explicación

Schein divide la cultura organizacional en tres niveles:

  1. Artefactos. Estos “artefactos” están en la superficie, estos aspectos (como un  vestido) son fácilmente de percibir, pero son difíciles de entender.
  2. Debajo de los artefactos están los “valores expuestos” que son las estrategias, metas y filosofías conscientes.
  3. Supuestos básicos y valores. El centro o la esencia, de la cultura está representada por las asunciones y valores subyacentes básicos, que son difíciles de discernir porque existen en un nivel, en gran parte, inconsciente. Igual proporcionan la clave para entender porqué las cosas suceden de una manera particular. Estas asunciones básicas se forman alrededor de las dimensiones más profundas de la existencia humana tales como la naturaleza de los seres humanos, las relaciones y la actividad humana, la realidad y el concepto de verdad.

En su libro clásico de 1992: "Cultura Organizacional y Liderazgo”, Schein define la cultura de un grupo como: “un patrón de asunciones básicas compartidas que el grupo aprendió mientras solucionaba sus problemas de adaptación externa y de integración interna, que ha funcionado lo bastante bien como para ser considerada válida y, por tanto, para ser enseñada a los nuevos miembros como la manera correcta de percibir, pensar, y sentir en relación a esos problemas”.


En una publicación más reciente de 1996, Schein define la cultura organizacional como: “las asunciones tácitas básicas respecto a cómo es y debería ser el mundo que comparte un grupo de personas y esto es lo que determina sus opiniones, pensamientos, sensaciones, y, su comportamiento expresado”.


Schein (1992) reconoce que - incluso con un estudio riguroso - solamente podemos hacer declaraciones sobre elementos componenentes de la cultura. No podemos explicar la cultura en su totalidad. Schein recomienda la siguiente aproximación para investigar acerca de la cultura: iterativa, clínica, similar a una relación terapéutica entre un psicólogo y un paciente. La disciplinada propuesta de estudio de la cultura de Schein contrasta con otras visiones populares expuestas en las Revistas más populares de Administración.

Libro: Edgard Schein - Organizational Culture and Leadership


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The Influence of Intellectual Capital and Organizational Culture on the Management Accounting System and Company Performance
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Write Down the Unwritten Rules of your Organization's Culture
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How to Establish a Positive Organizational Culture?
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Organizational Culture and Critical Theory, Including Schein

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Edgar Schein on the Role of Macro and Micro Cultures in Corporations

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Reasons for Merger Failures

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Culture, Cultural Competence, Cultural Intelligence and the CQ

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Introduction to Organizational Culture

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Organizational Culture and Leadership

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Compare los Tres Niveles de la Cultura Organizacional con:   Teoría de la Contingencia  |  Gestión del Cambio Iceberg  |  Tipos de Cultura Corporativa  |  Consideraciones para Cambiar la Cultura de Organizaciones  |  Las fases del Cambio  |  Análisis del Campo de Fuerzas  |  Teoría del Grupo Central  |  Espiral del Silencio  |  Pensamiento de Grupo  |  Planned Behavior  |  Gestión del Conocimiento (Collison y Parcell)  |  Memoria Organizacional  |  Aprendizaje Organizacional  |  Modelo del Liderazgo Continuo  |  Inteligencia Cultural  |  Olvidar, Tomar Prestado y Aprender


Vuelva a la página principal de Administración: Cambio y Organización  |  Ética y Responsabilidad Social  |  Recursos Humanos  |  Liderazgo  |  Estrategía


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