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One. Making Sense of Organizations
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One. Making Sense of Organizations
by Terrence E. Deal, Lee G. Bolman
Reframing Organizations: Artistry, Choice, and Leadership
Copyright
Preface
OUTLINE OF THE BOOK
ACKNOWLEDGMENTS
One. Making Sense of Organizations
1. Introduction: The Power of Reframing
1.1. VIRTUES AND DRAWBACKS OF ORGANIZED ACTIVITY
1.2. FRAMING
1.3. SUMMARY
2. Simple Ideas, Complex Organizations
2.1. COMMON FALLACIES IN EXPLAINING ORGANIZATIONAL PROBLEMS
2.2. PECULIARITIES OF ORGANIZATIONS
2.3. ORGANIZATIONAL LEARNING
2.4. COPING WITH AMBIGUITY AND COMPLEXITY
2.5. SUMMARY
Two. The Structural Frame
3. Getting Organized
3.1. STRUCTURAL ASSUMPTIONS
3.2. ORIGINS OF THE STRUCTURAL PERSPECTIVE
3.3. STRUCTURAL FORMS AND FUNCTIONS
3.4. BASIC STRUCTURAL TENSIONS
3.5. VERTICAL COORDINATION
3.6. LATERAL COORDINATION
3.7. DESIGNING A STRUCTURE THAT WORKS
3.8. SUMMARY
4. Structure and Restructuring
4.1. STRUCTURAL DILEMMAS
4.2. STRUCTURAL CONFIGURATIONS
4.3. GENERIC ISSUES IN RESTRUCTURING
4.4. SUMMARY
5. Organizing Groups and Teams
5.1. TASKS AND LINKAGES IN SMALL GROUPS
5.2. TEAMWORK AND INTERDEPENDENCE
5.3. DETERMINANTS OF SUCCESSFUL TEAMWORK
5.4. TEAM STRUCTURE AND TOP PERFORMANCE
5.5. SELF-MANAGING TEAMS: STRUCTURE OF THE FUTURE?
5.6. SUMMARY
Three. The Human Resource Frame
6. People and Organizations
6.1. HUMAN RESOURCE ASSUMPTIONS
6.2. HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT
6.3. SUMMARY
7. Improving Human Resource Management
7.1. GETTING IT RIGHT
7.2. PUTTING IT ALL TOGETHER: TQM AND NUMMI
7.3. GETTING THERE: TRAINING AND ORGANIZATION DEVELOPMENT
7.4. SUMMARY
8. Interpersonal and Group Dynamics
8.1. INTERPERSONAL DYNAMICS
8.2. MANAGEMENT STYLES
8.3. GROUPS AND TEAMS IN ORGANIZATIONS
8.4. SUMMARY
Four. The Political Frame
9. Power, Conflict, and Coalition
9.1. POLITICAL ASSUMPTIONS
9.2. ORGANIZATIONS AS COALITIONS
9.3. POWER AND DECISION MAKING
9.4. CONFLICT IN ORGANIZATIONS
9.5. MORAL MAZES: THE POLITICS OF GETTING AHEAD
9.6. SUMMARY
10. The Manager as Politician
10.1. POLITICAL SKILLS
10.2. MORALITY AND POLITICS
10.3. SUMMARY
11. Organizations as Political Arenas and Political Agents
11.1. ORGANIZATIONS AS ARENAS
11.2. ORGANIZATIONS AS POLITICAL AGENTS
11.3. POLITICAL DYNAMICS OF ECOSYSTEMS
11.4. SUMMARY
Five. The Symbolic Frame
12. Organizational Symbols and Culture
12.1. SYMBOLIC ASSUMPTIONS
12.2. ORGANIZATIONAL SYMBOLS
12.3. ORGANIZATIONS AS CULTURES
12.4. SUMMARY
13. Culture in Action
13.1. THE EAGLE GROUP'S SOURCES OF SUCCESS
13.2. SUMMARY
14. Organization as Theater
14.1. DRAMATURGICAL AND INSTITUTIONAL THEORY
14.2. ORGANIZATIONAL STRUCTURE AS THEATER
14.3. ORGANIZATIONAL PROCESS AS THEATER
14.4. SUMMARY
Six. Improving Leadership Practice
15. Integrating Frames for Effective Practice
15.1. LIFE AS MANAGERS KNOW IT
15.2. ACROSS FRAMES: ORGANIZATIONS AS MULTIPLE REALITIES
15.3. MATCHING FRAMES TO SITUATIONS
15.4. EFFECTIVE MANAGERS AND ORGANIZATIONS
15.5. MANAGERS' FRAME PREFERENCES
15.6. SUMMARY
16. Reframing in Action Opportunities and Perils
16.1. BENEFITS AND RISKS OF REFRAMING
16.2. REFRAMING FOR NEWCOMERS AND OUTSIDERS
16.3. SUMMARY
17. Reframing Leadership
17.1. THE IDEA OF LEADERSHIP
17.2. THE CONTEXT OF LEADERSHIP
17.3. WHAT DO WE KNOW ABOUT GOOD LEADERSHIP?
17.4. GENDER AND LEADERSHIP
17.5. REFRAMING LEADERSHIP
17.6. SUMMARY
18. Reframing Change in Organizations: Training, Realigning, Negotiating, and Grieving
18.1. THE INNOVATION PROCESS
18.2. CHANGE, TRAINING, AND PARTICIPATION
18.3. CHANGE AND STRUCTURAL REALIGNMENT
18.4. CHANGE AND CONFLICT
18.5. CHANGE AND LOSS
18.6. CHANGE STRATEGY
18.7. SUMMARY
19. Reframing Ethics and Spirit
19.1. SOUL AND SPIRIT IN ORGANIZATIONS
19.2. SUMMARY
20. Bringing It All Together Change and Leadership in Action
20.1. STRUCTURAL ISSUES AND OPTIONS
20.2. HUMAN RESOURCE ISSUES AND OPTIONS
20.3. POLITICAL ISSUES AND OPTIONS
20.4. SYMBOLIC ISSUES AND OPTIONS
20.5. A FOUR-FRAME APPROACH
20.6. CONCLUSION: THE REFRAMING PROCESS
21. Epilogue Artistry, Choice, and Leadership
21.1. COMMITMENT TO CORE BELIEFS
21.2. MULTIFRAME THINKING
A. The Best of Organizational Studies Scholars' Hits and Popular Best-Sellers
A.1. SCHOLARS'HITS
A.2. POPULAR BEST-SELLERS
REFERENCES
THE AUTHORS
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Preface
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1. Introduction: The Power of Reframing
Part One. Making Sense of Organizations
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