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Reframing Organizations: Artistry, Choice, and Leadership, Fourth Edition

Book Description

First published in 1984, Lee Bolman and Terrence Deal s best-selling book has become a classic in the field. Its four-frame model examines organizations as factories, families, jungles, and theaters or temples:

  • The Structural Frame: how to organize and structure groups and teams to get results

  • The Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resource management, and build positive interpersonal and group dynamics

  • The Political Frame: how to cope with power and conflict, build coalitions, hone political skills, and deal with internal and external politics

  • The Symbolic Frame: how to shape a culture that gives purpose and meaning to work, stage organizational drama for internal and external audiences, and build team spirit through ritual, ceremony, and story

This new edition is filled with new case examples such as Hurricane Katrina and profiles of great leaders such as Mother Theresa, Thomas Keller, and others. In addition, the book updates the "Organizational Theory's Greatest Hits" text boxes throughout, and increases geographic, cultural and gender diversity in examples and text. It also features an enhanced online teacher's guide with a new test bank, as well as updated PowerPoint slides, teaching ideas and experiential activities, and links to resources.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. PREFACE
    1. OUTLINE OF THE BOOK
    2. ACKNOWLEDGMENTS
  4. PART ONE: Making Sense of Organizations
    1. Chapter ONE: Introduction
      1. VIRTUES AND DRAWBACKS OF ORGANIZED ACTIVITY
      2. FRAMING
      3. SUMMARY
      4. NOTES
    2. Chapter TWO: Simple Ideas, Complex Organizations
      1. COMMON FALLACIES IN EXPLAINING ORGANIZATIONAL PROBLEMS
      2. PECULIARITIES OF ORGANIZATIONS
      3. ORGANIZATIONAL LEARNING
      4. COPING WITH AMBIGUITY AND COMPLEXITY
      5. SUMMARY
      6. NOTES
  5. PART TWO: The Structural Frame
    1. Chapter THREE: Getting Organized
      1. STRUCTURAL ASSUMPTIONS
      2. ORIGINS OF THE STRUCTURAL PERSPECTIVE
      3. STRUCTURAL FORMS AND FUNCTIONS
      4. BASIC STRUCTURAL TENSIONS
      5. VERTICAL COORDINATION
      6. LATERAL COORDINATION
      7. DESIGNING A STRUCTURE THAT WORKS
      8. SUMMARY
      9. NOTE
    2. Chapter FOUR: Structure and Restructuring
      1. STRUCTURAL DILEMMAS
      2. STRUCTURAL CONFIGURATIONS
      3. GENERIC ISSUES IN RESTRUCTURING
      4. SUMMARY
    3. Chapter FIVE: Organizing Groups and Teams
      1. TASKS AND LINKAGES IN SMALL GROUPS
      2. TEAMWORK AND INTERDEPENDENCE
      3. DETERMINANTS OF SUCCESSFUL TEAMWORK
      4. TEAM STRUCTURE AND TOP PERFORMANCE
      5. SELF-MANAGING TEAMS: STRUCTURE OF THE FUTURE?
      6. SUMMARY
  6. PART THREE: The Human Resource Frame
    1. Chapter SIX: People and Organizations
      1. HUMAN RESOURCE ASSUMPTIONS
      2. HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT
      3. SUMMARY
      4. NOTE
    2. Chapter SEVEN: Improving Human Resource Management
      1. GETTING IT RIGHT
      2. PUTTING IT ALL TOGETHER: TQM AND NUMMI
      3. GETTING THERE: TRAINING AND ORGANIZATION DEVELOPMENT
      4. SUMMARY
      5. NOTE
    3. Chapter EIGHT: Interpersonal and Group Dynamics
      1. INTERPERSONAL DYNAMICS
      2. MANAGEMENT STYLES
      3. GROUPS AND TEAMS IN ORGANIZATIONS
      4. SUMMARY
  7. PART FOUR: The Political Frame
    1. Chapter NINE: Power, Conflict, and Coalition
      1. POLITICAL ASSUMPTIONS
      2. ORGANIZATIONS AS COALITIONS
      3. POWER AND DECISION MAKING
      4. CONFLICT IN ORGANIZATIONS
      5. MORAL MAZES: THE POLITICS OF GETTING AHEAD
      6. SUMMARY
    2. Chapter TEN: The Manager as Politician
      1. POLITICAL SKILLS
      2. MORALITY AND POLITICS
      3. SUMMARY
    3. Chapter ELEVEN: Organizations as Political Arenas and Political Agents
      1. ORGANIZATIONS AS ARENAS
      2. ORGANIZATIONS AS POLITICAL AGENTS
      3. POLITICAL DYNAMICS OF ECOSYSTEMS
      4. SUMMARY
  8. PART FIVE: The Symbolic Frame
    1. Chapter TWELVE: Organizational Symbols and Culture
      1. SYMBOLIC ASSUMPTIONS
      2. ORGANIZATIONAL SYMBOLS
      3. ORGANIZATIONS AS CULTURES
      4. SUMMARY
      5. NOTE
    2. Chapter THIRTEEN: Culture in Action
      1. THE EAGLE GROUP’S SOURCES OF SUCCESS
      2. SUMMARY
      3. NOTE
    3. Chapter FOURTEEN: Organization as Theater
      1. DRAMATURGICAL AND INSTITUTIONAL THEORY
      2. ORGANIZATIONAL STRUCTURE AS THEATER
      3. ORGANIZATIONAL PROCESS AS THEATER
      4. SUMMARY
  9. PART SIX: Improving Leadership Practice
    1. Chapter FIFTEEN: Integrating Frames for Effective Practice
      1. LIFE AS MANAGERS KNOW IT
      2. ACROSS FRAMES: ORGANIZATIONS AS MULTIPLE REALITIES
      3. MATCHING FRAMES TO SITUATIONS
      4. EFFECTIVE MANAGERS AND ORGANIZATIONS
      5. MANAGERS’ FRAME PREFERENCES
      6. SUMMARY
    2. Chapter SIXTEEN: Reframing in Action
      1. BENEFITS AND RISKS OF REFRAMING
      2. REFRAMING FOR NEWCOMERS AND OUTSIDERS
      3. SUMMARY
    3. Chapter SEVENTEEN: Reframing Leadership
      1. THE IDEA OF LEADERSHIP
      2. THE CONTEXT OF LEADERSHIP
      3. WHAT DO WE KNOW ABOUT GOOD LEADERSHIP?
      4. GENDER AND LEADERSHIP
      5. REFRAMING LEADERSHIP
      6. SUMMARY
    4. Chapter EIGHTEEN: Reframing Change in Organizations
      1. THE INNOVATION PROCESS
      2. CHANGE, TRAINING, AND PARTICIPATION
      3. CHANGE AND STRUCTURAL REALIGNMENT
      4. CHANGE AND CONFLICT
      5. CHANGE AND LOSS
      6. CHANGE STRATEGY
      7. SUMMARY
    5. Chapter NINETEEN: Reframing Ethics and Spirit
      1. SOUL AND SPIRIT IN ORGANIZATIONS
      2. SUMMARY
      3. NOTES
    6. Chapter TWENTY: Bringing It All Together
      1. STRUCTURAL ISSUES AND OPTIONS
      2. HUMAN RESOURCE ISSUES AND OPTIONS
      3. POLITICAL ISSUES AND OPTIONS
      4. SYMBOLIC ISSUES AND OPTIONS
      5. A FOUR-FRAME APPROACH
      6. CONCLUSION: THE REFRAMING PROCESS
      7. NOTE
    7. Chapter TWENTY-ONE: Epilogue
      1. COMMITMENT TO CORE BELIEFS
      2. MULTIFRAME THINKING
  10. APPENDIX: The Best of Organizational Studies
  11. REFERENCES
  12. THE AUTHORS
  13. NAME INDEX
  14. SUBJECT INDEX