Reframing Organizations: Artistry, Choice, and Leadership, 7th Edition

Length: 544 pages
Edition: 7
Language: English
Publisher: Jossey-Bass
Publication Date: 2021-08-31
ISBN-10: 1119756839
ISBN-13: 9781119756835
Sales Rank: #97788 (See Top 100 Books)

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.

COVER
TABLE OF CONTENTS
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
PART TWO: The Structural Frame
    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
PART THREE: The Human Resource Frame
    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
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
        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
PART FIVE: The Symbolic Frame
    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
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
        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
APPENDIX: THE BEST OF ORGANIZATIONAL STUDIES
    SCHOLARS' HITS
BIBLIOGRAPHY
THE AUTHORS
NAME INDEX
SUBJECT INDEX
End User License Agreement

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