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Reframing Organizations


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Table of Contents

Preface ix Acknowledgments xv PART ONE Making Sense of Organizations 1 1 Introduction: The Power of Reframing 3 2 Simple Ideas, Complex Organizations 25 PART TWO The Structural Frame 43 3 Getting Organized 45 4 Structure and Restructuring 71 5 Organizing Groups and Teams 93 PART THREE The Human Resource Frame 113 6 People and Organizations 115 7 Improving Human Resource Management 135 8 Interpersonal and Group Dynamics 157 PART FOUR The Political Frame 179 9 Power, Conflict, and Coalition 181 10 The Manager as Politician 201 11 Organizations as Political Arenas and Political Agents 217 PART F I V E The Symbolic Frame 235 12 Organizational Symbols and Culture 239 13 Culture in Action 265 14 Organization as Theater 279 PART S I X Improving Leadership Practice 295 15 Integrating Frames for Effective Practice 297 16 Reframing in Action: Opportunities and Perils 313 17 Reframing Leadership 325 18 Reframing Change in Organizations 359 19 Reframing Ethics and Spirit 385 20 Bringing It All Together: Change and Leadership in Action 399 Epilogue: Artistry, Choice, and Leadership 419 Appendix: The Best of Organizational Studies 423 Bibliography 427 The Authors 467 Name Index 469 Subject Index 481

About the Author

LEE G. BOLMAN is the Marion Bloch/Missouri Chair in Leadership at the Bloch School of Business and Public Administration at the University of Missouri Kansas City. Widely published on the intersection of leadership and organizations, Bolman is a sought-after consultant for corporations, public agencies, and educational institutions in the United States and around the world. TERRENCE E. DEAL retired as the Irving R. Melbo Clinical Professor of the University of Southern California's Rossier School of Education. Having served on the faculty of some of the top U.S. universities, his research into organizations, symbolism, and change informs his work as a consultant to business, health care, military, educational, and religious organizations across the globe.

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