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 xvi
... example. At the same time, we've tried to keep it fun. Organizational life is an endless source of examples as entertaining as they are instructive, and we've sprinkled them throughout the text. We apologize to anyone who finds that an ...
... example. At the same time, we've tried to keep it fun. Organizational life is an endless source of examples as entertaining as they are instructive, and we've sprinkled them throughout the text. We apologize to anyone who finds that an ...
Page xvii
... example, are universally important, even though the specifics vary greatly from one country or culture to another. The idea of reframing continues to be a central theme. Throughout the book, we show how the same situation can be viewed ...
... example, are universally important, even though the specifics vary greatly from one country or culture to another. The idea of reframing continues to be a central theme. Throughout the book, we show how the same situation can be viewed ...
Page xix
... example of interpersonal conflict to illustrate how managers create effective or ineffective relationships. It also discusses how group members can increase their effectiveness by attending to group process, including informal norms and ...
... example of interpersonal conflict to illustrate how managers create effective or ineffective relationships. It also discusses how group members can increase their effectiveness by attending to group process, including informal norms and ...
Page 12
... example indicates, the better your map, the easier it is to negotiate a terrain. But every map is bounded. A map of New York won't be of much help trying to navigate San Francisco. Modern automobiles often come with computerized ...
... example indicates, the better your map, the easier it is to negotiate a terrain. But every map is bounded. A map of New York won't be of much help trying to navigate San Francisco. Modern automobiles often come with computerized ...
Page 14
... example: Riebling (2002) documents the long history of conflict and head butting between America's two intelligence agencies, the Federal Bureau of Investigation and the Central Intelligence Agency. Both are charged to combat espionage ...
... example: Riebling (2002) documents the long history of conflict and head butting between America's two intelligence agencies, the Federal Bureau of Investigation and the Central Intelligence Agency. Both are charged to combat espionage ...
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