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:
|
From inside the book
Results 1-5 of 78
Page xviii
... goals, tasks, and context. It shows why organizations—from Harvard University to McDonald's—need different structures in order to be effective in their unique environments. Chapter Four, “Structure and Restructuring,” explains major ...
... goals, tasks, and context. It shows why organizations—from Harvard University to McDonald's—need different structures in order to be effective in their unique environments. Chapter Four, “Structure and Restructuring,” explains major ...
Page 8
... goals. The same could be said for almost any other popular business improvement scheme, including total quality management and strategic planning. Small wonder that so many corporate veterans nod assent to Scott Adams's admittedly ...
... goals. The same could be said for almost any other popular business improvement scheme, including total quality management and strategic planning. Small wonder that so many corporate veterans nod assent to Scott Adams's admittedly ...
Page 13
... goal is usable knowledge. We have sought ideas powerful enough to capture the subtlety and complexity of life in organizations yet simple enough to be useful. Our distillation has drawn much from the social sciences—particularly from ...
... goal is usable knowledge. We have sought ideas powerful enough to capture the subtlety and complexity of life in organizations yet simple enough to be useful. Our distillation has drawn much from the social sciences—particularly from ...
Page 14
... goals, specialized roles, and formal relationships. Structures— commonly depicted by organization charts—are designed to fit an organization's environment and technology. Organizations allocate responsibilities to participants ...
... goals, specialized roles, and formal relationships. Structures— commonly depicted by organization charts—are designed to fit an organization's environment and technology. Organizations allocate responsibilities to participants ...
Page 15
... goal of collecting intelligence and rooting out foreign spies. The overview of the four-frame model in Table 1.1 shows that each of the frames has its own image of reality. You may be drawn to one or two frames and repelled by others ...
... goal of collecting intelligence and rooting out foreign spies. The overview of the four-frame model in Table 1.1 shows that each of the frames has its own image of reality. You may be drawn to one or two frames and repelled by others ...
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