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 xi
... Employees Invest in Employees Empower Employees Promote Diversity Putting It All Together: TQM and NUMMI Getting There: Training and Organization Development Conclusion CHAPTER 8. INTERPERSONAL AND GROUP DYNAMICS Interpersonal Dynamics ...
... Employees Invest in Employees Empower Employees Promote Diversity Putting It All Together: TQM and NUMMI Getting There: Training and Organization Development Conclusion CHAPTER 8. INTERPERSONAL AND GROUP DYNAMICS Interpersonal Dynamics ...
Page 3
... employees disappeared.1 What went wrong? After the collapse, critics offered plenty of plausible explanations. Yet Enron's leadership seemed baffled by the abrupt free fall. Former CEO Jeffrey K. Skilling, regarded as the primary ...
... employees disappeared.1 What went wrong? After the collapse, critics offered plenty of plausible explanations. Yet Enron's leadership seemed baffled by the abrupt free fall. Former CEO Jeffrey K. Skilling, regarded as the primary ...
Page 7
... employees. Chambers may have been operating in real time, but he wasn't operating in the real world. (Charan and Useem, 2002, p. 54) Floyd Norris wrote about Enron's former CEO: “There were no problems at Enron while Jeffrey K. Skilling ...
... employees. Chambers may have been operating in real time, but he wasn't operating in the real world. (Charan and Useem, 2002, p. 54) Floyd Norris wrote about Enron's former CEO: “There were no problems at Enron while Jeffrey K. Skilling ...
Page 8
... employees, and the acquiring firm (Tichy, forthcoming). Despite this dismal record, the vast majority of the managers who engineered mergers believed they were successful (KPMG, 2000). • Hogan, Curphy, and Hogan (1994) estimate that one ...
... employees, and the acquiring firm (Tichy, forthcoming). Despite this dismal record, the vast majority of the managers who engineered mergers believed they were successful (KPMG, 2000). • Hogan, Curphy, and Hogan (1994) estimate that one ...
Page 10
... employees and customers. The information technology revolution has bred an array of innovative forms visible in such firms as eBay, the phenomenally successful Internet auction company, and software innovator SAS Institute. Despite such ...
... employees and customers. The information technology revolution has bred an array of innovative forms visible in such firms as eBay, the phenomenally successful Internet auction company, and software innovator SAS Institute. Despite such ...
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