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
Page 4
... asked about Enron's crash, he claimed, “I had no idea the company was in anything but excellent shape” (p. C-1). Skilling and his boss, Lay, were both viewed as brilliant men, yet both found refuge in cluelessness. They insisted that ...
... asked about Enron's crash, he claimed, “I had no idea the company was in anything but excellent shape” (p. C-1). Skilling and his boss, Lay, were both viewed as brilliant men, yet both found refuge in cluelessness. They insisted that ...
Page 23
... asked. “Why don't we just tell him it won't work?” said one hopeful soul. “He's already gone public! You want to tell him his baby is ugly?” “Not me. Besides, he already thinks a lot of us are deadwood. If we tell him it's no good, he ...
... asked. “Why don't we just tell him it won't work?” said one hopeful soul. “He's already gone public! You want to tell him his baby is ugly?” “Not me. Besides, he already thinks a lot of us are deadwood. If we tell him it's no good, he ...
Page 25
... two members of the same family from working for the company. Years later, two of his employees met at work, fell in love, and began to live together. The president was stunned when they asked if they SIMPLE IDEAS, COMPLEX ORGANIZATIONS 25.
... two members of the same family from working for the company. Years later, two of his employees met at work, fell in love, and began to live together. The president was stunned when they asked if they SIMPLE IDEAS, COMPLEX ORGANIZATIONS 25.
Page 26
... 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 wobbly cue ball into a large and ...
... 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 wobbly cue ball into a large and ...
Page 33
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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
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