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Reframing Organizations, 6th Edition

Book Description

Set aside trends to focus on the fundamentals of great leadership

Reframing Organizations provides time-tested guidance for more effective organizational leadership. Rooted in decades of social science research across multiple disciplines, Bolman and Deal's four-frame model has continued to evolve since its conception over 25 years ago; this new sixth edition has been updated to include coverage of cross-sector collaboration, generational differences, virtual environments, globalization, sustainability, and communication across cultures. The Instructor's guide has been expanded to provide additional tools for the classroom, including chapter summary tip sheets, mini-assessments, Bolman & Deal podcasts, and more. These recent revisions reflect the intersection of reader recommendations and the current leadership environment, resulting in a renewed practicality and even greater alignment with everyday application.

Combining the latest research from organizational theory, organizational behavior, psychology, sociology, political science and more, the model detailed here provides real guidance for real leaders. Guide, motivate, and inspire your team's best performance as you learn to:

  • Optimize group, team, and organizational structure
  • Build a positive, collaborative dynamic across generations, teams, and sectors
  • Understand power and conflict amidst the internal and external political landscape
  • Shape your organization's culture and build a cohesive sense of spirit

Bolman and Deal's four-frame model has withstood the test of time because it offers an accessible, compact, and powerful set of ideas for navigating complexity and turbulence. In today's business climate, leadership trends come and go; today's flash in the pan is tomorrow's obsolete strategy, but a leadership framework built on a solid foundation will serve your organization well no matter what the future holds. Reframing Organizations provides clear guidance and up-to-date insight for anyone facing the challenges of contemporary leadership.

Table of Contents

  1. Cover
  2. Series Page
  3. Title Page
  4. Copyright
  5. Dedication
  6. Preface
  7. Acknowledgments
  8. Part One: Making Sense of Organizations
    1. Chapter 1: Introduction
      1. Virtues and Drawbacks of Organized Activity
      2. Framing
      3. Conclusion
      4. Notes
    2. Chapter 2: Simple Ideas, Complex Organizations
      1. Common Fallacies in Explaining Organizational Problems
      2. Peculiarities of Organizations
      3. Organizational Learning
      4. Coping with Ambiguity and Complexity
      5. Conclusion
      6. Notes
  9. Part Two: The Structural Frame
    1. Chapter 3: Getting Organized
      1. Structural Assumptions
      2. Origins of the Structural Perspective
      3. Strategy
      4. Structural Forms and Functions
      5. Basic Structural Tensions
      6. Vertical Coordination
      7. Lateral Coordination
      8. Designing a Structure That Works
      9. Conclusion
    2. Chapter 4: Structure and Restructuring
      1. Structural Dilemmas
      2. Structural Configurations
      3. Generic Issues in Restructuring
      4. Conclusion
    3. Chapter 5: Organizing Groups and Teams
      1. Tasks and Linkages in Small Groups
      2. Teamwork and Interdependence
      3. Determinants of Successful Teamwork
      4. Team Structure and Top Performance
      5. Self-Managing Teams: Structure of the Future?
      6. Conclusion
  10. Part Three: The Human Resource Frame
    1. Chapter 6: People and Organizations
      1. Human Resource Assumptions
      2. Work and Motivation: A Brief Tour
      3. Human Capacity and the Changing Employment Contract
      4. Conclusion
      5. Note
    2. Chapter 7: Improving Human Resource Management
      1. Getting it Right
      2. Getting There: Training and Organization Development
      3. Conclusion
      4. Note
    3. Chapter 8: Interpersonal and Group Dynamics
      1. Interpersonal Dynamics
      2. Management Styles
      3. Groups and Teams in Organizations
      4. Conclusion
  11. Part Four: The Political Frame
    1. Chapter 9: Power, Conflict, and Coalition
      1. Political Assumptions
      2. Organizations as Coalitions
      3. Power and Decision Making
      4. Conflict in Organizations
      5. Moral Mazes: The Politics of Getting Ahead
      6. Conclusion
    2. Chapter 10: The Manager as Politician
      1. Political Skills
      2. Morality and Politics
      3. Conclusion
    3. Chapter 11: Organizations as Political Arenas and Political Agents
      1. Organizations as Arenas
      2. Organizations as Political Agents
      3. Political Dynamics of Ecosystems
      4. Conclusion
  12. Part Five: The Symbolic Frame
    1. Chapter 12: Organizational Symbols and Culture
      1. Symbolic Assumptions
      2. Organizational Symbols
      3. Organizations as Cultures
      4. Conclusion
    2. Chapter 13: Culture in Action
      1. The Eagle Group's Sources of Success
      2. Conclusion
      3. Note
    3. Chapter 14: Organization as Theater
      1. Dramaturgical and Institutional Theory
      2. Organizational Structure as Theater
      3. Organizational Process as Theater
      4. Conclusion
  13. Part Six: Improving Leadership Practice
    1. Chapter 15: Integrating Frames for Effective Practice
      1. Life as Managers Know It
      2. Across Frames: Organizations as Multiple Realities
      3. Matching Frames to Situations
      4. Effective Managers and Organizations
      5. Managers' Frame Preferences
      6. Conclusion
    2. Chapter 16: Reframing in Action
      1. Benefits and Risks of Reframing
      2. Reframing for Newcomers and Outsiders
      3. Conclusion
    3. Chapter 17: Reframing Leadership
      1. Leadership in Organizations: A Brief History
      2. Evolution of the Idea of Leadership
      3. What Do We Know About Good Leadership?
      4. Culture and Leadership
      5. Gender and Leadership
      6. Reframing Leadership
      7. Conclusion
      8. Note
    4. Chapter 18: Reframing Change in Organizations
      1. The Innovation Process
      2. Change, Training, and Participation
      3. Change and Structural Realignment
      4. Change and Conflict
      5. Change and Loss
      6. Change Strategy
      7. Conclusion
    5. Chapter 19: Reframing Ethics and Spirit
      1. Soul and Spirit in Organizations
      2. Conclusion
      3. Note
    6. Chapter 20: Bringing It All Together
      1. Robert F. Kennedy High School
      2. Structural Issues and Options
      3. Human Resource Issues and Options
      4. Political Issues and Options
      5. Symbolic Issues and Options
      6. A Four-Frame Approach
      7. Conclusion: The Reframing Process
      8. Note
  14. Epilogue: Artistry, Choice, and Leadership
  15. Appendix: The Best of Organizational Studies
  16. Bibliography
  17. The Authors
  18. Name Index
  19. Subject Index
  20. End User License Agreement