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Reframing Organizations
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Expanding on ideas first introduced in "Modern Approahces to understanding and Managing Organizations" (Jossey-Bass 1984), Bolman and Deal argue that managers can use the method dubbed "reframing" - deliberately looking at situations from a variety of vantage points - to bring order out of confusion and to build high-performing, responsive organizations. They divide organizational theory into four practical perspectives, or "frames" - the structures, human resources, politics, and symbols - that help managers understand what is going on in their organizations. And they show how to apply these frames to common management problems, such as building effective work teams and managing technological change. Enlarging the focus of their earlier book, they offer five new chapters on leadership and organizational change.
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Table of Contents

Part One: Making Sense of Organizations 1. Introduction: The Power of Reframing 2. Simple Ideas, Complex Organizations Part Two: The Structural Frame 3. Getting Organized 4. Structuring and Restructuring 5. Organizing Groups and Teams Part Three: The Human Resource Frame 6. People and Organizations 7. Interpersonal and Group Dynamics 8. Improving Human Resource Management Part Four: The Political Frame 9. Power, Conflict, and Coalitions 10. The Manager as Politician 11. Organizations as Political Arenas and Political Tools Part Five: The Symbolic Frame 12. Organizational Culture and Symbols 13. The Organization as Theater 14. Organizational Culture in Action Part Six: Improving Leadership Practice 15. Integrating Organizational Theories 16. Integrating Frames for Effective Practice 17. Choosing a Frame: The Power of Scenarios 18. Reframing Change: Training and Realignment 19. Reframing Change: Conflict and Loss 20. Reframing Leadership 21. Leaders as Architects and Catalysts 22. Leaders as Advocates and Prophets 23. Epilogue: Artistry, Choice, and Leadership.

About the Author

LEE G. BOLMAN is lecturer on education at the Harvard Graduate School of Education. TERRENCE E. DEAL is professor of education at Peabody College of Vanderbilt University. Both management consultants, they are also codirectors of the Natinal Center for Educational Leadership.

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