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:
|
From inside the book
Results 1-5 of 54
Page ix
... Perspective xv xxv 41 43 44 45 Structural Forms and Functions Basic Structural Tensions Vertical Coordination Lateral. PART ONE: MAKING SENSE OF ORGANIZATIONS versity. Bolman's interests lie at the intersection of leadership and. ix ...
... Perspective xv xxv 41 43 44 45 Structural Forms and Functions Basic Structural Tensions Vertical Coordination Lateral. PART ONE: MAKING SENSE OF ORGANIZATIONS versity. Bolman's interests lie at the intersection of leadership and. ix ...
Page xvi
... perspective of managers as well as the brilliant flashes of vision wise leadership provides. We need more people in managerial roles who can find simplicity and order amid organizational confusion and chaos. We need versatile and ...
... perspective of managers as well as the brilliant flashes of vision wise leadership provides. We need more people in managerial roles who can find simplicity and order amid organizational confusion and chaos. We need versatile and ...
Page xix
... perspectives, scarce resources, and struggles for power. Chapter Nine, “Power, Conflict, and Coalition,” analyzes the tragic loss of the space shuttle Challenger, illustrating the influence of political dynamics in decision making. It ...
... perspectives, scarce resources, and struggles for power. Chapter Nine, “Power, Conflict, and Coalition,” analyzes the tragic loss of the space shuttle Challenger, illustrating the influence of political dynamics in decision making. It ...
Page 4
... explore the origins and symptoms of cluelessness in organizations. Then we turn to “reframing”—the conceptual core of the book. Reframing requires an ability to understand and use multiple perspectives, to 4 REFRAMING ORGANIZATIONS.
... explore the origins and symptoms of cluelessness in organizations. Then we turn to “reframing”—the conceptual core of the book. Reframing requires an ability to understand and use multiple perspectives, to 4 REFRAMING ORGANIZATIONS.
Page 5
... perspectives, to think about the same thing in more than one way. We introduce four frames: structural, human resource, political, and symbolic. Each is distinctive, each coherent and powerful in its own right. Together, they help ...
... perspectives, to think about the same thing in more than one way. We introduce four frames: structural, human resource, political, and symbolic. Each is distinctive, each coherent and powerful in its own right. Together, they help ...
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