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…mehr
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
LEE G. BOLMAN pioneered the study of business life and learning in their best-selling book Reframing Organizations (1991) from Jossey-Bass. Bolman is an author, teacher, and consultant who currently holds the Marion Bloch/Missouri Chair in Leadership at the University of Missouri-Kansas City. He consults worldwide to corporations, public agencies, universities, and schools.
Inhaltsangabe
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 andSpirit
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
Preface ix
Acknowledgments xv
PART ONE Making Sense of Organizations 1
1 Introduction: The Power of Reframing 3
2 Simple Ideas, Complex Organizations 25
PART TWO The Structural Frame 43
3 Getting Organized 45
4 Structure and Restructuring 71
5 Organizing Groups and Teams 93
PART THREE The Human Resource Frame 113
6 People and Organizations 115
7 Improving Human Resource Management 135
8 Interpersonal and Group Dynamics 157
PART FOUR The Political Frame 179
9 Power, Conflict, and Coalition 181
10 The Manager as Politician 201
11 Organizations as Political Arenas and Political Agents 217
PART F I V E The Symbolic Frame 235
12 Organizational Symbols and Culture 239
13 Culture in Action 265
14 Organization as Theater 279
PART S I X Improving Leadership Practice 295
15 Integrating Frames for Effective Practice 297
16 Reframing in Action: Opportunities and Perils 313
17 Reframing Leadership 325
18 Reframing Change in Organizations 359
19 Reframing Ethics and Spirit 385
20 Bringing It All Together: Change and Leadership in Action 399
