Reframing Organizations: Artistry, Choice, and LeadershipIn 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
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Page xiii
... NEGOTIATING, GRIEVING, AND MOVING ON 367 A Common Change Scenario 368 Change and Training 370 Change and Realignment 373 Change and Conflict 376 Change and Loss 378 Change Strategy 383 Team Zebra: The Rest of the Story 385 Conclusion ...
... NEGOTIATING, GRIEVING, AND MOVING ON 367 A Common Change Scenario 368 Change and Training 370 Change and Realignment 373 Change and Conflict 376 Change and Loss 378 Change Strategy 383 Team Zebra: The Rest of the Story 385 Conclusion ...
Page xix
... negotiating, and making choices that are both effective and ethical. Chapter Eleven, “Organizations as Political Arenas and Political Agents,” highlights organizations as both arenas for political contests and political actors ...
... negotiating, and making choices that are both effective and ethical. Chapter Eleven, “Organizations as Political Arenas and Political Agents,” highlights organizations as both arenas for political contests and political actors ...
Page xxiii
... negotiating skills, and her extraordinary caring and compassion—all this despite working for someone who is, she is sure, a “legend in his own mind.” Bruce's genial and unflappable approach to work, coupled with high levels of ...
... negotiating skills, and her extraordinary caring and compassion—all this despite working for someone who is, she is sure, a “legend in his own mind.” Bruce's genial and unflappable approach to work, coupled with high levels of ...
Page 12
... negotiate a particular “territory.” The territory isn't necessarily defined by geography. It could be a sport, an art form, an academic subject, or anything else you care about. Suppose you like to cook and particularly enjoy Chinese ...
... negotiate a particular “territory.” The territory isn't necessarily defined by geography. It could be a sport, an art form, an academic subject, or anything else you care about. Suppose you like to cook and particularly enjoy Chinese ...
Page 15
... negotiation, coercion, and compromise are a normal part of everyday life. Coalitions form around specific interests and change as issues come and go. Problems arise when power is concentrated in the wrong places or is so broadly ...
... negotiation, coercion, and compromise are a normal part of everyday life. Coalitions form around specific interests and change as issues come and go. Problems arise when power is concentrated in the wrong places or is so broadly ...
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