Reframing Organizations: Artistry, Choice, and Leadership 4E » (4th Edition)

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.

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

This 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.

Pt. 1 Making Sense of Organizations

1 Introduction: The Power of Reframing 3

2 Simple Ideas, Complex Organizations 23

Pt. 2 The Structural Frame

3 Getting Organized 45

4 Structure and Restructuring 71

5 Organizing Groups and Teams 33

Pt. 3 The Human Resource Frame

6 People and Organizations 119

7 Improving Human Resource Management 139

8 Interpersonal and Group Dynamics 165

Pt. 4 The Political Frame

9 Power, Conflict, and Coalition 191

10 The Manager as Politician 211

11 Organizations as Political Arenas and Political Agents 229

Pt. 5 The Symbolic Frame

12 Organizational Symbols and Culture 351

13 Culture in Action 279

14 Organization as Theater 293

Pt. 6 Improving Leadership Practice

15 Integrating Frames for Effective Practice 311

16 Reframing in Action: Opportunities and Perils 327

17 Reframing Leadership 341

18 Reframing Change in Organizations: Training, Realigning, Negotiating, and Grieving 373

19 Reframing Ethics and Spirit 397

20 Bringing It All Together: Change and Leadership in Action 411

21 Epilogue: Artistry, Choice, and Leadership 435

Appendix The Best of Organizational Studies: Scholars' Hits and Popular Best-Sellers 439

References 445

Name Index 483

Subject Index 494