Reframing Organizations
Lýsing:
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.
Annað
- Höfundar: Lee G. Bolman, Terrence E. Deal
- Útgáfa:7
- Útgáfudagur: 2021-08-25
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- Format:ePub
- ISBN 13: 9781119756842
- Print ISBN: 9781119756835
- ISBN 10: 1119756847
Efnisyfirlit
- COVER
- 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
- Chapter 1: Introduction
- 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
- 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
- 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
- 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
- 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
- SCHOLARS' HITS
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- Gerð : 208
- Höfundur : Deal, Terrence E. , Terrence E. Deal , Bolman, Lee G. , Lee G. Bolman
- Útgáfuár : 2017
- Leyfi : 379
