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 22
... company's ambitious plans. Two competing strategies vied for the company's future. One, championed by Jeffrey Skilling, sought to position Enron in an exploding financial environment. Rather than own plants and pipelines, why not make ...
... company's ambitious plans. Two competing strategies vied for the company's future. One, championed by Jeffrey Skilling, sought to position Enron in an exploding financial environment. Rather than own plants and pipelines, why not make ...
Page 23
... company's creditors, damaged the credibility of corporate America, and helped derail a long-standing bull market. Once again, human error and system failure took their toll. The KAL and Enron stories made headlines, but errors, failures ...
... company's creditors, damaged the credibility of corporate America, and helped derail a long-standing bull market. Once again, human error and system failure took their toll. The KAL and Enron stories made headlines, but errors, failures ...
Page 25
... company finally collapsed. The solution to yesterday's problems often creates future impediments to getting anything done. It may even create new possibilities for disaster. Think of the procedural hurdles and bureaucratic obstacles ...
... company finally collapsed. The solution to yesterday's problems often creates future impediments to getting anything done. It may even create new possibilities for disaster. Think of the procedural hurdles and bureaucratic obstacles ...
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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