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
... leaders. We have tried to answer the question, What do we know about organizations and leadership that is genuinely important and useful to practitioners? We have worked to present a large, complex body of theory, research, and practice ...
... leaders. We have tried to answer the question, What do we know about organizations and leadership that is genuinely important and useful to practitioners? We have worked to present a large, complex body of theory, research, and practice ...
Page xx
... Leadership,” discusses limitations in traditional views of leadership and proposes a more comprehensive view of how leadership works in organizations. It summarizes and critiques current knowledge on the characteristics of leaders. It ...
... Leadership,” discusses limitations in traditional views of leadership and proposes a more comprehensive view of how leadership works in organizations. It summarizes and critiques current knowledge on the characteristics of leaders. It ...
Page xxi
Artistry, Choice, and Leadership Lee G. Bolman, Terrence E. Deal. Epilogue (Chapter Twenty-One) describes strategies and characteristics needed in future leaders. It explains why they will need an artistic combination of conceptual ...
Artistry, Choice, and Leadership Lee G. Bolman, Terrence E. Deal. Epilogue (Chapter Twenty-One) describes strategies and characteristics needed in future leaders. It explains why they will need an artistic combination of conceptual ...
Page 4
... leadership challenge: How do you know if you are seeing the real picture? It is a test that managers and leaders often fail. Cluelessness is an everyday fact of life, even for very smart people. The problem is not insufficient ...
... leadership challenge: How do you know if you are seeing the real picture? It is a test that managers and leaders often fail. Cluelessness is an everyday fact of life, even for very smart people. The problem is not insufficient ...
Page 7
... leadership had trouble believing that the bottom was really falling out. Customers began going bankrupt. Suppliers warned of a coming drop in demand. Even Wall Street wondered if the Internet equipment market was coming apart. “I have ...
... leadership had trouble believing that the bottom was really falling out. Customers began going bankrupt. Suppliers warned of a coming drop in demand. Even Wall Street wondered if the Internet equipment market was coming apart. “I have ...
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