Reframing Organizations: Artistry, Choice and Leadership

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John Wiley & Sons, Jan 11, 2011 - Business & Economics - 544 pages
19 Reviews
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.
  

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Review: Reframing Organizations: Artistry, Choice, and Leadership

User Review  - Vmay - Goodreads

This text gives insights into the four frames of leadership and gives in depth explanations about theories of leadership styles. It was helpful in explaining how different organizations work and how leaders in organizations lead. Read full review

Review: Reframing Organizations: Artistry, Choice, and Leadership

User Review  - Quyen Wickham - Goodreads

A good integration of theory in organizations but the book could have easily been half the volume. Perhaps it was the long samples, but I got it without the long explanations. But then, perhaps I would have received it better had I been a business executive rather than an academic. Read full review

Contents

OUTLINE OF THE BOOK
ACKNOWLEDGMENTS
VIRTUES AND DRAWBACKS OF ORGANIZED ACTIVITY
FRAMING
SUMMARY
COMMON FALLACIES IN EXPLAINING ORGANIZATIONAL PROBLEMS
PECULIARITIES OF ORGANIZATIONS
ORGANIZATIONAL LEARNING
MANAGERS FRAME PREFERENCES
SUMMARY
BENEFITS AND RISKS OF REFRAMING
SUMMARY
THE IDEA OF LEADERSHIP
WHAT DO WE KNOW ABOUT GOOD LEADERSHIP?
GENDER AND LEADERSHIP
REFRAMING LEADERSHIP

COPING WITH AMBIGUITY AND COMPLEXITY
SUMMARY
NOTES
STRUCTURAL ASSUMPTIONS
STRUCTURAL FORMS AND FUNCTIONS
BASIC STRUCTURAL TENSIONS
VERTICAL COORDINATION
LATERAL COORDINATION
DESIGNING A STRUCTURE THAT WORKS
SUMMARY
STRUCTURAL DILEMMAS
STRUCTURAL CONFIGURATIONS
GENERIC ISSUES IN RESTRUCTURING
SUMMARY
TASKS AND LINKAGES IN SMALL GROUPS
TEAMWORK AND INTERDEPENDENCE
DETERMINANTS OF SUCCESSFUL TEAMWORK
TEAM STRUCTURE AND TOP PERFORMANCE
STRUCTURE OF THE FUTURE?
SUMMARY
HUMAN RESOURCE ASSUMPTIONS
HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT
SUMMARY
GETTING IT RIGHT
TQM AND NUMMI
TRAINING AND ORGANIZATION DEVELOPMENT
SUMMARY
INTERPERSONAL DYNAMICS
MANAGEMENT STYLES
GROUPS AND TEAMS IN ORGANIZATIONS
SUMMARY
POLITICAL ASSUMPTIONS
ORGANIZATIONS AS COALITIONS
POWER AND DECISION MAKING
CONFLICT IN ORGANIZATIONS
THE POLITICS OF GETTING AHEAD
SUMMARY
POLITICAL SKILLS
MORALITY AND POLITICS
SUMMARY
ORGANIZATIONS AS ARENAS
ORGANIZATIONS AS POLITICAL AGENTS
POLITICAL DYNAMICS OF ECOSYSTEMS
SUMMARY
SYMBOLIC ASSUMPTIONS
ORGANIZATIONS AS CULTURES
SUMMARY
NOTE
THE EAGLE GROUPS SOURCES OF SUCCESS
SUMMARY
NOTE
DRAMATURGICAL AND INSTITUTIONAL THEORY
ORGANIZATIONAL STRUCTURE AS THEATER
ORGANIZATIONAL PROCESS AS THEATER
SUMMARY
LIFE AS MANAGERS KNOW IT
ORGANIZATIONS AS MULTIPLE REALITIES
MATCHING FRAMES TO SITUATIONS
EFFECTIVE MANAGERS AND ORGANIZATIONS
SUMMARY
THE INNOVATION PROCESS
CHANGE TRAINING AND PARTICIPATION
CHANGE AND STRUCTURAL REALIGNMENT
CHANGE AND CONFLICT
CHANGE AND LOSS
CHANGE STRATEGY
SUMMARY
SOUL AND SPIRIT IN ORGANIZATIONS
SUMMARY
NOTES
STRUCTURAL ISSUES AND OPTIONS
HUMAN RESOURCE ISSUES AND OPTIONS
POLITICAL ISSUES AND OPTIONS
SYMBOLIC ISSUES AND OPTIONS
A FOURFRAME APPROACH
THE REFRAMING PROCESS
COMMITMENT TO CORE BELIEFS
SCHOLARS HITS
POPULAR BESTSELLERS
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About the author (2011)

Lee G. Bolman holds the Marion Bloch Missouri Chair in Leadership at the Bloch School of Business and Public Administration at the University of Missouri–Kansas City. He consults worldwide to corporations, public agencies, universities, and schools. He lives in Kansas City, Missouri.

Terrence E. Deal is the retired Irving R. Melbo Clinical Professor at the University of Southern California's Rossier School of Education. He now writes and makes wine in San Luis Obispo, California. He is the coauthor of sixteen books, including the best-selling Corporate Cultures (with A. A. Kennedy, 1982) and Managing the Hidden Organization (with W. A. Jenkins, 1994). He lives in San Luis Obispo, California.

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