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 x
... Issues in Restructuring Why Restructure? Making Restructuring Work: Three Case Examples Conclusion CHAPTER 5. ORGANIZING GROUPS AND TEAMS Tasks and Linkages in Small Groups Teamwork and Interdependence Team Structure and Top Performance ...
... Issues in Restructuring Why Restructure? Making Restructuring Work: Three Case Examples Conclusion CHAPTER 5. ORGANIZING GROUPS AND TEAMS Tasks and Linkages in Small Groups Teamwork and Interdependence Team Structure and Top Performance ...
Page xiv
... Issues and Options Human Resource Issues and Options Political Issues and Options Symbolic Issues and Options Conclusion: The Reframing Process CHAPTER 21.EPILOGUE Commitment to Core Beliefs Multiframe Thinking APPENDIX. THE BEST OF ...
... Issues and Options Human Resource Issues and Options Political Issues and Options Symbolic Issues and Options Conclusion: The Reframing Process CHAPTER 21.EPILOGUE Commitment to Core Beliefs Multiframe Thinking APPENDIX. THE BEST OF ...
Page xvi
... issues and possibilities. We need managers who love their work, their organizations, and the people whose lives they affect. We need leaders and managers who appreciate management as a moral and ethical undertaking. We need leaders who ...
... issues and possibilities. We need managers who love their work, their organizations, and the people whose lives they affect. We need leaders and managers who appreciate management as a moral and ethical undertaking. We need leaders who ...
Page xvii
... issues, for 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 ...
... issues, for 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 ...
Page xviii
... issues managers must consider in designing structure to fit an organization's 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 ...
... issues managers must consider in designing structure to fit an organization's 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 ...
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