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 xii
... Managers Know It Across Frames: Organizations as Multiple Realities Matching Frames to Situations Effective Managers and Organizations Conclusion CHAPTER 16. REFRAMING IN ACTION: OPPORTUNITIES AND PERILS Structural Frame 228 238 239 241 ...
... Managers Know It Across Frames: Organizations as Multiple Realities Matching Frames to Situations Effective Managers and Organizations Conclusion CHAPTER 16. REFRAMING IN ACTION: OPPORTUNITIES AND PERILS Structural Frame 228 238 239 241 ...
Page xvi
... managers and leaders as for physicians. Myopic managers or overzealous leaders usually harm more than just themselves. The challenges of modern organizations require the objective perspective of managers as well as the brilliant flashes ...
... managers and leaders as for physicians. Myopic managers or overzealous leaders usually harm more than just themselves. The challenges of modern organizations require the objective perspective of managers as well as the brilliant flashes ...
Page xvii
... managers in multinational companies coping with the subtleties of governments with very different systems and traditions. Across sectors and cultures, managers often harbor narrow, stereotypic conceptions of one another that impede ...
... managers in multinational companies coping with the subtleties of governments with very different systems and traditions. Across sectors and cultures, managers often harbor narrow, stereotypic conceptions of one another that impede ...
Page xviii
... managers who embrace the expressive side of their work. OUTLINE. OF. THE. BOOK. The first part of the book, “Making Sense of Organizations,” tackles a perplexing question about management: Why is it that smart people so often do dumb things ...
... managers who embrace the expressive side of their work. OUTLINE. OF. THE. BOOK. The first part of the book, “Making Sense of Organizations,” tackles a perplexing question about management: Why is it that smart people so often do dumb things ...
Page xix
... manager's practices and assumptions about people can lead either to alienation and hostility or to commitment and high ... managers create effective or ineffective relationships. It also discusses how group members can increase their ...
... manager's practices and assumptions about people can lead either to alienation and hostility or to commitment and high ... managers create effective or ineffective relationships. It also discusses how group members can increase their ...
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
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