Lee G. Bolman - Reframing Organizations

1 COVER

2 TITLE PAGE 7 TH EDITION

3 COPYRIGHT

4 PREFACE OUTLINE OF THE BOOK

5 ACKNOWLEDGMENTS

6 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

7 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

8 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

9 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

10 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

11 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

12 APPENDIX: THE BEST OF ORGANIZATIONAL STUDIES SCHOLARS' HITS

13 BIBLIOGRAPHY

14 THE AUTHORS

15 NAME INDEX

16 SUBJECT INDEX

17 End User License Agreement

1 Chapter 1 Exhibit 1.1. Characteristics of Two Types of Human Thinking. Exhibit 1.2. Overview of the Four‐Frame Model. Exhibit 1.3. Expanding Managerial Thinking.

2 Chapter 2 Exhibit 2.1. Sources of Ambiguity. Exhibit 2.2. Systems Model with Delay. Exhibit 2.3. Cognitive Biases.

3 Chapter 3 Exhibit 3.1. Structures of Six Tech Companies. Exhibit 3.2. Basic Structural Options. Exhibit 3.3. Structural Imperatives.

4 Chapter 4 Exhibit 4.1. Mintzberg's Model. Exhibit 4.2. Divisionalized Form.

5 Chapter 5 Exhibit 5.1. One Boss. Exhibit 5.2. Dual Authority. Exhibit 5.3. Simple Hierarchy. Exhibit 5.4. Circle Network. Exhibit 5.5. All‐Channel Network.

6 Chapter 6Exhibit 6.1. Models of Motivation at Work.Exhibit 6.2. Maslow's Hierarchy of Needs.

7 Chapter 7Exhibit 7.1. Basic Human Resource Strategies.

8 Chapter 8Exhibit 8.1. Model I Theory‐in‐Use.Exhibit 8.2. Advocacy and Inquiry.

9 Chapter 10Exhibit 10.1. The Political Map as Seen by the Techies: Strong Support and We...Exhibit 10.2. The Real Political Map: A Battleground with Strong Players on B...

10 Chapter 15Exhibit 15.1. Four Interpretations of Organizational Processes.Exhibit 15.2. Choosing a Frame.Exhibit 15.3. Characteristics of Excellent or Visionary Companies.Exhibit 15.4. Challenges in Managers' Jobs.

11 Chapter 17Exhibit 17.1. A Short History of Quantitative‐Analytic Leadership Research.Exhibit 17.2. Situational Leadership Model.Exhibit 17.3. GLOBE Country Clusters.

12 Chapter 18Exhibit 18.1. Reframing Leadership.

13 Chapter 19Exhibit 19.1. Reframing Organizational Change.Exhibit 19.2. Retraining Kotter's Change Stages.

14 Chapter 20Exhibit 20.1. Reframing Ethics.

15 Chapter 21Exhibit 21.1. Reframing Robert F. Kennedy High School.

16 AppendixExhibit A.1. Top 20 “Scholars' Hits” from Citation Analysis.

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2 Table of Contents

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