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
... ORGANIZATIONAL CULTURE AND SYMBOLS Symbolic Assumptions Organizations as Cultures Organizational Symbols Conclusion CHAPTER 13.ORGANIZATION AS THEATER Institutional Theory Organizational Structure as Theater Organizational Process as ...
... ORGANIZATIONAL CULTURE AND SYMBOLS Symbolic Assumptions Organizations as Cultures Organizational Symbols Conclusion CHAPTER 13.ORGANIZATION AS THEATER Institutional Theory Organizational Structure as Theater Organizational Process as ...
Page xiv
... APPENDIX. THE BEST OF ORGANIZATIONAL STUDIES: SCHOLARS' HITS AND POPULAR BEST-SELLERS REFERENCES NAME INDEX SUBJECT INDEX 409 418 420 421 423 429 431 432 433 435 439 459 471 PREFACE This is the fourth release of a work that xiv CONTENTS.
... APPENDIX. THE BEST OF ORGANIZATIONAL STUDIES: SCHOLARS' HITS AND POPULAR BEST-SELLERS REFERENCES NAME INDEX SUBJECT INDEX 409 418 420 421 423 429 431 432 433 435 439 459 471 PREFACE This is the fourth release of a work that xiv CONTENTS.
Page xv
... organizational politics and symbols. We have also deepened our discussion of organizational culture. There is new material throughout the book, but we worked. xv Reframing Organizations: PREFACE.
... organizational politics and symbols. We have also deepened our discussion of organizational culture. There is new material throughout the book, but we worked. xv Reframing Organizations: PREFACE.
Page xvi
... Organizational life is an endless source of examples as entertaining as they are instructive, and we've sprinkled them throughout the text. We apologize to anyone who finds that an old favorite fell to the cutting-room floor, but we ...
... Organizational life is an endless source of examples as entertaining as they are instructive, and we've sprinkled them throughout the text. We apologize to anyone who finds that an old favorite fell to the cutting-room floor, but we ...
Page xviii
... organizational life complicated, ambiguous, and unpredictable; discuss common fallacies in managerial thinking; and ... organization's goals, tasks, and context. It shows why organizations—from Harvard University to McDonald's—need ...
... organizational life complicated, ambiguous, and unpredictable; discuss common fallacies in managerial thinking; and ... organization's goals, tasks, and context. It shows why organizations—from Harvard University to McDonald's—need ...
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