Reframing organizations : artistry, choice, and leadership
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Reframing organizations : artistry, choice, and leadership
（The Jossey-Bass higher and adult education series）（The Jossey-Bass business & management series）
Jossey-Bass, c2003
3rd ed
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"A joint publication in The Jossey-Bass business & management series and The Jossey-Bass higher & adult education series"--P. [vii]
Includes bibliographical references (p. 439-457) and indexes
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Description and Table of Contents
Description
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: 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
Table of Contents
PREFACE.THE AUTHORS.PART ONE: MAKING SENSE OF ORGANIZATIONS.CHAPTER 1. INTRODUCTION: THE POWER OF REFRAMING.Virtues and Drawbacks of Organized Activity.The Curse of Cluelessness.Strategies for Improving Organizations: The Track Record.Theory Base.Frames and Reframing.Conclusion.CHAPTER 2. SIMPLE IDEAS, COMPLEX ORGANIZATIONS.Properties of Organizations.Organizational Learning.Coping with Ambiguity and Complexity.Common Fallacies in Organizational Diagnosis.Conclusion.PART TWO: THE STRUCTURAL FRAME.CHAPTER 3. GETTING ORGANIZED.Structural Assumptions.Origins of the Structural Perspective.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 Configurations.Generic Issues in Restructuring.Why Restructure?Making Restructuring Work: Three Case Examples.Conclusion.CHAPTER 5. ORGANIZING GROUPS AND TEAMS.Tasks and Linkages in Small Groups.Teamwork and Interdependence.Team Structure and Top Performance.Saturn: The Story Behind the Story.Conclusion.PART THREE: THE HUMAN RESOURCE FRAME.CHAPTER 6. PEOPLE AND ORGANIZATIONS.Human Resource Assumptions.Human Needs.What Needs Do People Have?Theory X and Theory Y.Personality and Organization.Human Capacity and the New Employment Contract.Lean and Mean: More Benefits Than Costs?Investing in People.Conclusion.CHAPTER 7. IMPROVING HUMAN RESOURCE MANAGEMENT.Build and Implement an HR Philosophy.Hire the Right People: Know What You Want and Be Selective.Keep Employees.Invest in Employees.Empower Employees.Promote Diversity.Putting It All Together: TQM and NUMMI.Getting There: Training and Organization Development.Conclusion.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.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.Conclusion.PART FIVE: THE SYMBOLIC FRAME.CHAPTER 12. ORGANIZATIONAL CULTURE AND SYMBOLS.Symbolic Assumptions.Organizations as Cultures.Organizational Symbols.Conclusion.CHAPTER 13. ORGANIZATION AS THEATER.Institutional Theory.Organizational Structure as Theater.Organizational Process as Theater.Conclusion.CHAPTER 14. ORGANIZATIONAL CULTURE IN ACTION.The Eagle Group's Sources of Success.Leading Principles.Conclusion.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.Conclusion.CHAPTER 16. REFRAMING IN ACTION: OPPORTUNITIES AND PERILS.Structural Frame.Human Resource Frame.Political Frame.Symbolic Frame.Benefits and Risks of Reframing.Reframing for Newcomers and Outsiders.Conclusion.CHAPTER 17. REFRAMING LEADERSHIP.The Idea of Leadership.The Context of Leadership.What Do We Know About Good Leadership?Gender and Leadership.Reframing Leadership.Conclusion.CHAPTER 18. REFRAMING CHANGE: TRAINING, REALIGNING, NEGOTIATING, GRIEVING, AND MOVING ON.A Common Change Scenario.Change and Training.Change and Realignment.Change and Conflict.Change and Loss.Change Strategy.Team Zebra: The Rest of the Story.Conclusion.CHAPTER 19. REFRAMING ETHICS AND SPIRIT.Soul and Spirit in Organizations.The Factory: Excellence and Authorship.The Family: Caring and Love.The Jungle: Justice and Power.The Temple: Faith and Significance.Conclusion.CHAPTER 20. BRINGING IT ALL TOGETHER: CHANGE AND LEADERSHIP IN ACTION.Structural Issues and Options.Human Resource Issues and Options.Political Issues and Options.Symbolic Issues and Options.Conclusion: The Reframing Process.CHAPTER 21. EPILOGUE.Commitment to Core Beliefs.Multiframe Thinking.APPENDIX. THE BEST OF ORGANIZATIONAL STUDIES: SCHOLARS' HITS AND POPULAR BEST-SELLERS.REFERENCES.NAME INDEX.SUBJECT INDEX.
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