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Dedication
by Terrence E. Deal, Lee G. Bolman
Reframing Organizations, 6th Edition
Cover
Series Page
Title Page
Copyright
Dedication
Preface
Acknowledgments
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 Explaining Organizational Problems
Peculiarities of Organizations
Organizational Learning
Coping with Ambiguity and Complexity
Conclusion
Notes
Part Two: The Structural Frame
Chapter 3: Getting Organized
Structural Assumptions
Origins of the Structural Perspective
Strategy
Structural Forms and Functions
Basic Structural Tensions
Vertical Coordination
Lateral Coordination
Designing a Structure That Works
Conclusion
Chapter 4: Structure and Restructuring
Structural Dilemmas
Structural Configurations
Generic Issues in Restructuring
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
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
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
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
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
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 Outsiders
Conclusion
Chapter 17: Reframing Leadership
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
Reframing Leadership
Conclusion
Note
Chapter 18: 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 19: Reframing Ethics and Spirit
Soul and Spirit in Organizations
Conclusion
Note
Chapter 20: 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
Epilogue: Artistry, Choice, and Leadership
Appendix: The Best of Organizational Studies
Bibliography
The Authors
Name Index
Subject Index
End User License Agreement
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Copyright
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Preface
In Memory of Warren Bennis
Exemplar, Mentor, and Friend
With Appreciation for All He Gave Us
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