Reframing Organizations

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 storyThis new edition is filled with new case examples such as Hurricane Katrina and profiles of great leaders such as Mother Theresa, Thomas Keller, and others. In addition, the book updates the "Organizational Theory's Greatest Hits" text boxes throughout, and increases geographic, cultural and gender diversity in examples and text. It also features an enhanced online teacher's guide with a new test bank, as well as updated PowerPoint slides, teaching ideas and experiential activities, and links to resources.

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"This new edition is filled with new case examples such as Hurricane Katrina and profiles of great leaders..." PublicNet Thursday 4 September 2008

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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.

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Preface. PART ONE: MAKING SENSE OF ORGANIZATIONS. 1. Introduction: The Power of Reframing. 2. Simple Ideas, Complex Organizations. PART TWO: THE STRUCTURAL FRAME. 3. Getting Organized. 4. Structure and Restructuring. 5. Organizing Groups and Teams. PART THREE: THE HUMAN RESOURCE FRAME. 6. People and Organizations. 7. Improving Human Resource Management. 8. Interpersonal and Group Dynamics. PART FOUR: THE POLITICAL FRAME. 9. Power, Conflict, and Coalition. 10. The Manager as Politician. 11. Organizations as Political Arenas and Political Agents. PART FIVE: THE SYMBOLIC FRAME. 12. Organizational Symbols and Culture. 13. Culture in Action. 14. Organization as Theater. PART SIX: IMPROVING LEADERSHIP PRACTICE. 15. Integrating Frames for Effective Practice. 16. Reframing in Action: Opportunities and Perils. 17. Reframing Leadership. 18. Reframing Change in Organizations: Training, Realigning, Negotiating, Grieving, and Moving On. 19. Reframing Ethics and Spirit. 20. Bringing It All Together: Change and Leadership in Action. 21. Epilogue: Artistry, Choice, and Leadership. Appendix. The Best of Organizational Studies: Scholars? Hits and Popular Best-Sellers. References. The Authors. Index.

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