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
... COMPLEX ORGANIZATIONS 20 Properties of Organizations 24 Organizational Learning 27 Coping with Ambiguity and Complexity 30 Common Fallacies in Organizational Diagnosis 35 Conclusion 40 PART TWO: THE STRUCTURAL FRAME CHAPTER 3. GETTING ...
... COMPLEX ORGANIZATIONS 20 Properties of Organizations 24 Organizational Learning 27 Coping with Ambiguity and Complexity 30 Common Fallacies in Organizational Diagnosis 35 Conclusion 40 PART TWO: THE STRUCTURAL FRAME CHAPTER 3. GETTING ...
Page xvi
... complex body of theory, research, and practice as clearly and simply as possible. We tried to avoid watering it down or presenting simplistic views of how to solve managerial problems. We try to avoid solutions in favor of more powerful ...
... complex body of theory, research, and practice as clearly and simply as possible. We tried to avoid watering it down or presenting simplistic views of how to solve managerial problems. We try to avoid solutions in favor of more powerful ...
Page xviii
... Complex Organizations,” uses several famous cases (destruction of a Korean Airlines jet plane by the Soviet Air Force, the collapse of Enron, and a friendly-fire tragedy in the skies over Iraq in 1994)to show how managers' everyday ...
... Complex Organizations,” uses several famous cases (destruction of a Korean Airlines jet plane by the Soviet Air Force, the collapse of Enron, and a friendly-fire tragedy in the skies over Iraq in 1994)to show how managers' everyday ...
Page 4
... complex than it was fifty years ago; the stakes are higher, and challenges often outpace a leader's cognitive capabilities. In the discussion that follows, we explore the origins and symptoms of cluelessness in organizations. Then we ...
... complex than it was fifty years ago; the stakes are higher, and challenges often outpace a leader's cognitive capabilities. In the discussion that follows, we explore the origins and symptoms of cluelessness in organizations. Then we ...
Page 5
... complex than small, simple, nomadic communities. Large organizations emerged to dominate the social landscape even more recently. There was little need for professional managers when individuals managed their own affairs. Today, things ...
... complex than small, simple, nomadic communities. Large organizations emerged to dominate the social landscape even more recently. There was little need for professional managers when individuals managed their own affairs. Today, things ...
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
adhocracy airline American Argyris asked basic Ben Hamper boss ceremony challenges Chapter coalition company’s complex conflict coordination core corporate Costco create culture decisions develop effective efforts emotional intelligence emphasized employees Enron environment ethical example executives feel focused Frangos goals housemasters human resource human resource frame ideas important individual issues job enrichment Kennedy High Kennedy High School King Kotter leaders leadership managers McDonald’s meeting Morton Thiokol Moved My Cheese negotiation Nordstrom offer one’s operating organization’s organizational organizations Paul Osborne people’s performance perspective Pfeffer players political frame president problems Reframing relationships responsibility ritual roles shared situation skills social Southwest Airlines stories strategy structure success symbolic frame task teachers things tion values vision workers WorldCom