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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Page xii
... Situations Effective Managers and Organizations Conclusion CHAPTER 16. REFRAMING IN ACTION: OPPORTUNITIES AND PERILS Structural Frame 228 238 239 241 242 243 246 269 270 271 275 278 285 287 288 289 298 301 303 304 305 309 313 319 320 ...
... Situations Effective Managers and Organizations Conclusion CHAPTER 16. REFRAMING IN ACTION: OPPORTUNITIES AND PERILS Structural Frame 228 238 239 241 242 243 246 269 270 271 275 278 285 287 288 289 298 301 303 304 305 309 313 319 320 ...
Page xvii
... situation is even more complicated for 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 ...
... situation is even more complicated for 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 ...
Page xviii
... situations. They have not learned how to use multiple lenses to get a better sense of what they're up against and what they might do. Chapter Two, “Simple Ideas, Complex Organizations,” uses several famous cases (destruction of a Korean ...
... situations. They have not learned how to use multiple lenses to get a better sense of what they're up against and what they might do. Chapter Two, “Simple Ideas, Complex Organizations,” uses several famous cases (destruction of a Korean ...
Page xx
... situations. Chapter Sixteen, “Reframing in Action,” presents four scenarios, or scripts, derived from the frames. It applies the scenarios to the harrowing experience of a young manager whose first day in a new job turns out to be far ...
... situations. Chapter Sixteen, “Reframing in Action,” presents four scenarios, or scripts, derived from the frames. It applies the scenarios to the harrowing experience of a young manager whose first day in a new job turns out to be far ...
Page 6
... situation at hand. When you see a distorted picture, you react the wrong way. But you'll probably stick with erroneous ideas if they're all you have. The problem is they lead you into trouble and mask their flaws at the same time. You ...
... situation at hand. When you see a distorted picture, you react the wrong way. But you'll probably stick with erroneous ideas if they're all you have. The problem is they lead you into trouble and mask their flaws at the same time. You ...
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