Reframing Organizations: Artistry, Choice, and LeadershipJohn Wiley & Sons, 2013 M01 9 - 512 pages In this third edition of their best-selling classic, authors Lee Bolman and Terrence Deal explain the powerful tool of "reframing." The authors have distilled the organizational literature into a comprehensive approach for looking at situations from more than one angle. Their four frames view organizations as factories, families, jungles, and theaters or temples:
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From inside the book
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Page ix
... Structural Forms and Functions Basic Structural Tensions Vertical Coordination Lateral. PART ONE: MAKING SENSE OF ORGANIZATIONS versity. Bolman's interests lie at the intersection of leadership and. ix Reframing Organizations: CONTENTS.
... Structural Forms and Functions Basic Structural Tensions Vertical Coordination Lateral. PART ONE: MAKING SENSE OF ORGANIZATIONS versity. Bolman's interests lie at the intersection of leadership and. ix Reframing Organizations: CONTENTS.
Page x
... Basic Structural Tensions Vertical Coordination Lateral Coordination McDonald's and Harvard: A Structural Odd Couple Structural Imperatives Conclusion CHAPTER 4.STRUCTURE AND RESTRUCTURING Structural Dilemmas Structural Configurations ...
... Basic Structural Tensions Vertical Coordination Lateral Coordination McDonald's and Harvard: A Structural Odd Couple Structural Imperatives Conclusion CHAPTER 4.STRUCTURE AND RESTRUCTURING Structural Dilemmas Structural Configurations ...
Page xviii
... basic factors that make organizational life complicated, ambiguous, and unpredictable; discuss common fallacies in managerial thinking; and spell out criteria for more effective approaches to diagnosis and action. Part Two, “The ...
... basic factors that make organizational life complicated, ambiguous, and unpredictable; discuss common fallacies in managerial thinking; and spell out criteria for more effective approaches to diagnosis and action. Part Two, “The ...
Page xix
... basic skills of the constructive politician: diagnosing political realities, setting agendas, building networks, negotiating, and making choices that are both effective and ethical. Chapter Eleven, “Organizations as Political Arenas and ...
... basic skills of the constructive politician: diagnosing political realities, setting agendas, building networks, negotiating, and making choices that are both effective and ethical. Chapter Eleven, “Organizations as Political Arenas and ...
Page 11
... basic premise: those who get ahead in business aren't necessarily smarter, just meaner. She reads, “A simple, detailed plan for those with the courage to leave kindness and decency behind, to seize the future by the throat and make it ...
... basic premise: those who get ahead in business aren't necessarily smarter, just meaner. She reads, “A simple, detailed plan for those with the courage to leave kindness and decency behind, to seize the future by the throat and make it ...
Contents
PART TWO THE STRUCTURAL FRAME | 41 |
PART THREE THE HUMAN RESOURCE FRAME | 111 |
PART FOUR THE POLITICAL FRAME | 181 |
PART FIVE THE SYMBOLIC FRAME | 239 |
PART SIX IMPROVING LEADERSHIP PRACTICE | 301 |
APPENDIX THE BEST OF ORGANIZATIONAL STUDIES SCHOLARS HITS AND POPULAR BESTSELLERS | 435 |
REFERENCES | 439 |
NAME INDEX | 459 |
SUBJECT INDEX | 471 |
Other editions - View all
Reframing Organizations: Artistry, Choice, and Leadership Lee G. Bolman,Terrence E. Deal Limited preview - 2003 |
Reframing Organizations: Artistry, Choice, and Leadership Lee G. Bolman,Terrence E. Deal No preview available - 2013 |
Common terms and phrases
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