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 xx
... individuals into a cohesive team with purpose, spirit, and soul. Part Six, “Improving Leadership Practice,” focuses on ... individual needs, structural alignment, conflict, and loss. It uses cases of successful and unsuccessful change to ...
... individuals into a cohesive team with purpose, spirit, and soul. Part Six, “Improving Leadership Practice,” focuses on ... individual needs, structural alignment, conflict, and loss. It uses cases of successful and unsuccessful change to ...
Page xxiv
... individual and family therapy has helped us make some even stronger connections to the field of clinical psychology. (We are skeptical, though, that she ever really said, “I don't need to bring my work home, because he's always waiting ...
... individual and family therapy has helped us make some even stronger connections to the field of clinical psychology. (We are skeptical, though, that she ever really said, “I don't need to bring my work home, because he's always waiting ...
Page 3
... individual donor). What could be better than a big, innovative, fast-growing, profitable, politically connected company? The trouble was the books had been cooked, and external auditors were asleep at the switch. In December 2001, Enron ...
... individual donor). What could be better than a big, innovative, fast-growing, profitable, politically connected company? The trouble was the books had been cooked, and external auditors were asleep at the switch. In December 2001, Enron ...
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... individual pieces, much less to put them together. Our executive next encountered Primal Leadership, with its focus ... individuals with needs, feelings, prejudices, skills, and limitations. People have a great capacity to learn and ...
... individual pieces, much less to put them together. Our executive next encountered Primal Leadership, with its focus ... individuals with needs, feelings, prejudices, skills, and limitations. People have a great capacity to learn and ...
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... individual energies and improve collective performance. The leader as artist relies on images as well as memos, poetry as well as policy, reflection as well as command, and reframing as well as refitting. CONCLUSION. As organizations ...
... individual energies and improve collective performance. The leader as artist relies on images as well as memos, poetry as well as policy, reflection as well as command, and reframing as well as refitting. CONCLUSION. As organizations ...
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