Reframing Organizations: Artistry, Choice, and Leadership, 7th Edition
AN ELEGANT FRAMEWORK FOR MORE EFFECTIVE LEADERSHIP
Bolman and Deal’s four-frame model has been transforming business leadership for over 40 years. Using a multidisciplinary approach to management, this deceptively simple model offers a powerful set of tools for navigating complexity and turbulence; as the political and economic climate continues to evolve, this model has never been more relevant than today.
The Structural Frame explores the convergence of organizational structure and function, and shows why social architecture must take environment into account. Case studies illustrate successful alignment in diverse organizations, and guidelines provide strategic insight for avoiding common pathologies and achieving the right fit.
The Human Resource Frame dissects the complex dynamics at the intersection of people and organizations and charts the leadership and human resource practices that build motivation and high performance.
The Political Frame shows how competition, conflict, and the struggle for power and resources can be either a tool for growth or a toxic landmine for an individual or organization. Case studies show how both constructive and destructive practices influence social, political, and economic trends both within and beyond organizational boundaries.
The Symbolic Frame defines organizational culture, and delves into the emotional and existential underbelly of social life. It underscores the power of symbolic forms such as heroes, myths, and rituals in providing the glue that bonds social collectives together.
The Seventh Edition has been updated with new information on cross-sector collaboration, generational differences, virtual environments, globalization, cross-cultural communication, and more, with an expanded Instructor’s Guide that includes summaries, mini-assessments, videos, and extra resources.
COVER TABLE OF CONTENTS TITLE PAGE COPYRIGHT PREFACE OUTLINE OF THE BOOK ACKNOWLEDGMENTS PART ONE: Making Sense of Organizations Chapter 1: Introduction VIRTUES AND DRAWBACKS OF ORGANIZED ACTIVITY FRAMING CONCLUSION Notes Chapter 2: Simple Ideas, Complex Organizations COMMON FALLACIES IN EXPLAININGORGANIZATIONAL PROBLEMS PECULIARITIES OF ORGANIZATIONS ORGANIZATIONAL LEARNING MAKING SENSE OF AMBIGUITY AND COMPLEXITY CONCLUSION Note PART TWO: The Structural Frame Chapter 3: Getting Organized STRUCTURAL ASSUMPTIONS STRATEGY STRUCTURAL FORMS AND FUNCTIONS VERTICAL COORDINATION LATERAL COORDINATION DESIGNING A STRUCTURE THAT WORKS CONCLUSION Chapter 4: Structure and Restructuring STRUCTURAL DILEMMAS STRUCTURAL CONFIGURATIONS GENERIC ISSUES IN RESTRUCTURING WHY RESTRUCTURE? MAKING RESTRUCTURING WORK: TWO CASE EXAMPLES CONCLUSION Chapter 5: Organizing Groups and Teams TASKS AND LINKAGES IN SMALL GROUPS TEAMWORK AND INTERDEPENDENCE DETERMINANTS OF SUCCESSFUL TEAMWORK TEAM STRUCTURE AND TOP PERFORMANCE SELF‐MANAGING TEAMS: STRUCTURE OF THE FUTURE? CONCLUSION PART THREE: The Human Resource Frame Chapter 6: People and Organizations HUMAN RESOURCE ASSUMPTIONS WORK AND MOTIVATION: A BRIEF TOUR HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT CONCLUSION Note Chapter 7: Improving Human Resource Management GETTING IT RIGHT GETTING THERE: TRAINING AND ORGANIZATION DEVELOPMENT CONCLUSION Note Chapter 8: Interpersonal and Group Dynamics INTERPERSONAL DYNAMICS MANAGEMENT STYLES GROUPS AND TEAMS IN ORGANIZATIONS CONCLUSION PART FOUR: The Political Frame Chapter 9: Power, Conflict, and Coalition POLITICAL ASSUMPTIONS ORGANIZATIONS AS COALITIONS POWER AND DECISION MAKING CONFLICT IN ORGANIZATIONS MORAL MAZES: THE POLITICS OF GETTING AHEAD CONCLUSION Note Chapter 10: The Manager as Politician POLITICAL SKILLS MORALITY AND POLITICS CONCLUSION Chapter 11: Organizations as Political Arenas and Political Agents ORGANIZATIONS AS ARENAS ORGANIZATIONS AS POLITICAL AGENTS POLITICAL DYNAMICS OF ECOSYSTEMS CONCLUSION PART FIVE: The Symbolic Frame Chapter 12: Organizational Symbols and Culture SYMBOLIC ASSUMPTIONS ORGANIZATIONAL SYMBOLS ORGANIZATIONS AS CULTURES CONCLUSION Chapter 13: Culture in Action THE EAGLE GROUP'S SOURCES OF SUCCESS CONCLUSION Note Chapter 14: Organization as Theater DRAMATURGICAL AND INSTITUTIONAL THEORY ORGANIZATIONAL STRUCTURE AS THEATER ORGANIZATIONAL PROCESS AS THEATER CONCLUSION Note PART SIX: Improving Leadership Practice Chapter 15: Integrating Frames for Effective Practice LIFE AS MANAGERS KNOW IT ACROSS FRAMES: ORGANIZATIONS AS MULTIPLE REALITIES MATCHING FRAMES TO SITUATIONS EFFECTIVE MANAGERS AND ORGANIZATIONS MANAGERS' FRAME PREFERENCES CONCLUSION Chapter 16: Reframing in Action BENEFITS AND RISKS OF REFRAMING REFRAMING FOR NEWCOMERS AND THE MARGINALIZED CONCLUSION Chapter 17: Leadership in Theory and Practice STRUCTURE: SWINGING THE ELECTORAL COLLEGE HUMAN RESOURCE FRAME: MOTIVATION AND PERSONALITY POLITICAL FRAME CULTURE AND NARRATIVE LEADERSHIP LESSONS FROM THE 2016 ELECTION LEADERSHIP IN ORGANIZATIONS: A BRIEF HISTORY EVOLUTION OF THE IDEA OF LEADERSHIP WHAT DO WE KNOW ABOUT GOOD LEADERSHIP? CULTURE AND LEADERSHIP GENDER AND LEADERSHIP CONCLUSION Notes Chapter 18: Reframing Leadership ARCHITECT OR TYRANT? STRUCTURAL LEADERSHIP CATALYST OR WIMP? HUMAN RESOURCE LEADERSHIP ADVOCATE, WARRIOR, OR HUSTLER? POLITICAL LEADERSHIP PROPHET OR ZEALOT? SYMBOLIC LEADERSHIP CONCLUSION Note Chapter 19: Reframing Change in Organizations THE INNOVATION PROCESS CHANGE, TRAINING, AND PARTICIPATION CHANGE AND STRUCTURAL REALIGNMENT CHANGE AND CONFLICT CHANGE AND LOSS CHANGE STRATEGY CONCLUSION Chapter 20: Reframing Ethics and Spirit SOUL AND SPIRIT IN ORGANIZATIONS CONCLUSION Notes Chapter 21: Bringing It All Together ROBERT F. KENNEDY HIGH SCHOOL STRUCTURAL ISSUES AND OPTIONS HUMAN RESOURCE ISSUES AND OPTIONS POLITICAL ISSUES AND OPTIONS SYMBOLIC ISSUES AND OPTIONS A FOUR‐FRAME APPROACH CONCLUSION: THE REFRAMING PROCESS Note Chapter 22: Epilogue COMMITMENT TO CORE BELIEFS MULTI‐FRAME THINKING APPENDIX: THE BEST OF ORGANIZATIONAL STUDIES SCHOLARS' HITS BIBLIOGRAPHY THE AUTHORS NAME INDEX SUBJECT INDEX End User License Agreement
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