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 x
... Structural Forms and Functions Basic Structural Tensions Vertical Coordination Lateral Coordination McDonald's and Harvard: A Structural Odd Couple Structural Imperatives Conclusion CHAPTER 4.STRUCTURE AND RESTRUCTURING Structural Dilemmas ...
... Structural Forms and Functions Basic Structural Tensions Vertical Coordination Lateral Coordination McDonald's and Harvard: A Structural Odd Couple Structural Imperatives Conclusion CHAPTER 4.STRUCTURE AND RESTRUCTURING Structural Dilemmas ...
Page xii
... Structure as Theater Organizational Process as Theater Conclusion CHAPTER 14. ORGANIZATIONAL CULTURE IN ACTION The ... 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 ...
... Structure as Theater Organizational Process as Theater Conclusion CHAPTER 14. ORGANIZATIONAL CULTURE IN ACTION The ... 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 xviii
... structures in order to be effective in their unique environments. Chapter Four, “Structure and Restructuring,” explains major structural pathologies and pitfalls. It presents guidelines for aligning structures to situations, along with ...
... structures in order to be effective in their unique environments. Chapter Four, “Structure and Restructuring,” explains major structural pathologies and pitfalls. It presents guidelines for aligning structures to situations, along with ...
Page 14
... structural frame emphasizes goals, specialized roles, and formal relationships. Structures— commonly depicted by ... structure is poorly aligned with current circumstances. At that point, some form of reorganization or redesign is ...
... structural frame emphasizes goals, specialized roles, and formal relationships. Structures— commonly depicted by ... structure is poorly aligned with current circumstances. At that point, some form of reorganization or redesign is ...
Page 16
... Structural Resource Political Symbolic Metaphor for Factory or Family Jungle Carnival, temple, organization machine ... structure to task, organizational and power base beauty, challenge technology, and human meaning environment needs ...
... Structural Resource Political Symbolic Metaphor for Factory or Family Jungle Carnival, temple, organization machine ... structure to task, organizational and power base beauty, challenge technology, and human meaning environment needs ...
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