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 3
... President George W. Bush. He cemented this personal tie by giving more than half a million dollars to Bush's presidential campaign (the biggest individual donor). What could be better than a big, innovative, fast-growing, profitable ...
... President George W. Bush. He cemented this personal tie by giving more than half a million dollars to Bush's presidential campaign (the biggest individual donor). What could be better than a big, innovative, fast-growing, profitable ...
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... president. At a number of major junctures in American history (including the assassination of President John F. Kennedy, the Iran-Contra scandal, and the September 11 terrorist attack), each agency held pieces of a larger puzzle, but ...
... president. At a number of major junctures in American history (including the assassination of President John F. Kennedy, the Iran-Contra scandal, and the September 11 terrorist attack), each agency held pieces of a larger puzzle, but ...
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... president of a chain of retail stores. In the firm's early years, he had a problem with two sisters who worked in the same store. To prevent this situation from recurring, he established a nepotism policy. It prohibited two members of ...
... president of a chain of retail stores. In the firm's early years, he had a problem with two sisters who worked in the same store. To prevent this situation from recurring, he established a nepotism policy. It prohibited two members of ...
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... president was stunned when they asked if they could get married without being fired. What goes around often comes around, to the detriment of an organization's well-being. Taking action in a collective enterprise is like shooting a ...
... president was stunned when they asked if they could get married without being fired. What goes around often comes around, to the detriment of an organization's well-being. Taking action in a collective enterprise is like shooting a ...
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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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