Reframing Organizations

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; and 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.

Author description

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.

Table of contents

PART ONE Making Sense of Organizations. ONE Introduction: The Power of Reframing. TWO Simple Ideas, Complex Organizations. PART TWO The Structural Frame. THREE Getting Organized. FOUR Structure and Restructuring. FIVE Organizing Groups and Teams. PART THREE The Human Resource Frame. SIX People and Organizations. SEVEN Improving Human Resource Management. EIGHT Interpersonal and Group Dynamics. PART FOUR The Political Frame. NINE Power, Conflict, and Coalition. TEN The Manager as Politician. ELEVEN Organizations as Political Arenas and Political Agents. PART FIVE The Symbolic Frame. TWELVE Organizational Symbols and Culture. THIRTEEN Culture in Action. FOURTEEN Organization as Theater. PART SIX Improving Leadership Practice. FIFTEEN Integrating Frames for Effective Practice. SIXTEEN Reframing in Action: Opportunities and Perils. SEVENTEEN Reframing Leadership. EIGHTEEN Reframing Change in Organizations: Training, Realigning, Negotiating, and Grieving. NINETEEN Reframing Ethics and Spirit. TWENTY Bringing It All Together: Change and Leadership in Action. TWENTY-ONE Epilogue: Artistry, Choice, and Leadership. Appendix: The Best of Organizational Studies: Scholars' Hits and Popular Best-Sellers.