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AN ELEGANT FRAMEWORK FOR MORE EFFECTIVE LEADERSHIP

Bolman and Deal’s four-frame model has been transforming business leadership for over 40 years. Using a multidisciplinary approach to management, this deceptively simple model offers a powerful set of tools for navigating complexity and turbulence; as the political and economic climate continues to evolve, this model has never been more relevant than today. 

The Structural Frame explores the convergence of organizational structure and function, and shows why social architecture must take environment into account. Case studies illustrate successful alignment in diverse organizations, and guidelines provide strategic insight for avoiding common pathologies and achieving the right fit.

The Human Resource Frame dissects the complex dynamics at the intersection of people and organizations and charts the leadership and human resource practices that build motivation and high performance. 

The Political Frame shows how competition, conflict, and the struggle for power and resources can be either a tool for growth or a toxic landmine for an individual or organization. Case studies show how both constructive and destructive practices influence social, political, and economic trends both within and beyond organizational boundaries.

The Symbolic Frame defines organizational culture, and delves into the emotional and existential underbelly of social life. It underscores the power of symbolic forms such as heroes, myths, and rituals in providing the glue that bonds social collectives together. 

The Seventh Edition has been updated with new information on cross-sector collaboration, generational differences, virtual environments, globalization, cross-cultural communication, and more, with an expanded Instructor’s Guide that includes summaries, mini-assessments, videos, and extra resources.

 

Table of Contents

  1. COVER
  2. TITLE PAGE
  3. COPYRIGHT
  4. PREFACE
    1. OUTLINE OF THE BOOK
  5. ACKNOWLEDGMENTS
  6. PART ONE: Making Sense of Organizations
    1. Chapter 1: Introduction
    2. VIRTUES AND DRAWBACKS OF ORGANIZED ACTIVITY
    3. FRAMING
    4. CONCLUSION
    5. Notes
    6. Chapter 2: Simple Ideas, Complex Organizations
    7. COMMON FALLACIES IN EXPLAININGORGANIZATIONAL PROBLEMS
    8. PECULIARITIES OF ORGANIZATIONS
    9. ORGANIZATIONAL LEARNING
    10. MAKING SENSE OF AMBIGUITY AND COMPLEXITY
    11. CONCLUSION
    12. Note
  7. PART TWO: The Structural Frame
    1. Chapter 3: Getting Organized
    2. STRUCTURAL ASSUMPTIONS
    3. STRATEGY
    4. STRUCTURAL FORMS AND FUNCTIONS
    5. VERTICAL COORDINATION
    6. LATERAL COORDINATION
    7. DESIGNING A STRUCTURE THAT WORKS
    8. CONCLUSION
    9. Chapter 4: Structure and Restructuring
    10. STRUCTURAL DILEMMAS
    11. STRUCTURAL CONFIGURATIONS
    12. GENERIC ISSUES IN RESTRUCTURING
    13. WHY RESTRUCTURE?
    14. MAKING RESTRUCTURING WORK: TWO CASE EXAMPLES
    15. CONCLUSION
    16. Chapter 5: Organizing Groups and Teams
    17. TASKS AND LINKAGES IN SMALL GROUPS
    18. TEAMWORK AND INTERDEPENDENCE
    19. DETERMINANTS OF SUCCESSFUL TEAMWORK
    20. TEAM STRUCTURE AND TOP PERFORMANCE
    21. SELF‐MANAGING TEAMS: STRUCTURE OF THE FUTURE?
    22. CONCLUSION
  8. PART THREE: The Human Resource Frame
    1. Chapter 6: People and Organizations
    2. HUMAN RESOURCE ASSUMPTIONS
    3. WORK AND MOTIVATION: A BRIEF TOUR
    4. HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT
    5. CONCLUSION
    6. Note
    7. Chapter 7: Improving Human Resource Management
    8. GETTING IT RIGHT
    9. GETTING THERE: TRAINING AND ORGANIZATION DEVELOPMENT
    10. CONCLUSION
    11. Note
    12. Chapter 8: Interpersonal and Group Dynamics
    13. INTERPERSONAL DYNAMICS
    14. MANAGEMENT STYLES
    15. GROUPS AND TEAMS IN ORGANIZATIONS
    16. CONCLUSION
  9. PART FOUR: The Political Frame
    1. Chapter 9: Power, Conflict, and Coalition
    2. POLITICAL ASSUMPTIONS
    3. ORGANIZATIONS AS COALITIONS
    4. POWER AND DECISION MAKING
    5. CONFLICT IN ORGANIZATIONS
    6. MORAL MAZES: THE POLITICS OF GETTING AHEAD
    7. CONCLUSION
    8. Note
    9. Chapter 10: The Manager as Politician
    10. POLITICAL SKILLS
    11. MORALITY AND POLITICS
    12. CONCLUSION
    13. Chapter 11: Organizations as Political Arenas and Political Agents
    14. ORGANIZATIONS AS ARENAS
    15. ORGANIZATIONS AS POLITICAL AGENTS
    16. POLITICAL DYNAMICS OF ECOSYSTEMS
    17. CONCLUSION
  10. PART FIVE: The Symbolic Frame
    1. Chapter 12: Organizational Symbols and Culture
    2. SYMBOLIC ASSUMPTIONS
    3. ORGANIZATIONAL SYMBOLS
    4. ORGANIZATIONS AS CULTURES
    5. CONCLUSION
    6. Chapter 13: Culture in Action
    7. THE EAGLE GROUP'S SOURCES OF SUCCESS
    8. CONCLUSION
    9. Note
    10. Chapter 14: Organization as Theater
    11. DRAMATURGICAL AND INSTITUTIONAL THEORY
    12. ORGANIZATIONAL STRUCTURE AS THEATER
    13. ORGANIZATIONAL PROCESS AS THEATER
    14. CONCLUSION
    15. Note
  11. PART SIX: Improving Leadership Practice
    1. Chapter 15: Integrating Frames for Effective Practice
    2. LIFE AS MANAGERS KNOW IT
    3. ACROSS FRAMES: ORGANIZATIONS AS MULTIPLE REALITIES
    4. MATCHING FRAMES TO SITUATIONS
    5. EFFECTIVE MANAGERS AND ORGANIZATIONS
    6. MANAGERS' FRAME PREFERENCES
    7. CONCLUSION
    8. Chapter 16: Reframing in Action
    9. BENEFITS AND RISKS OF REFRAMING
    10. REFRAMING FOR NEWCOMERS AND THE MARGINALIZED
    11. CONCLUSION
    12. Chapter 17: Leadership in Theory and Practice
    13. STRUCTURE: SWINGING THE ELECTORAL COLLEGE
    14. HUMAN RESOURCE FRAME: MOTIVATION AND PERSONALITY
    15. POLITICAL FRAME
    16. CULTURE AND NARRATIVE
    17. LEADERSHIP LESSONS FROM THE 2016 ELECTION
    18. LEADERSHIP IN ORGANIZATIONS: A BRIEF HISTORY
    19. EVOLUTION OF THE IDEA OF LEADERSHIP
    20. WHAT DO WE KNOW ABOUT GOOD LEADERSHIP?
    21. CULTURE AND LEADERSHIP
    22. GENDER AND LEADERSHIP
    23. CONCLUSION
    24. Notes
    25. Chapter 18: Reframing Leadership
    26. ARCHITECT OR TYRANT? STRUCTURAL LEADERSHIP
    27. CATALYST OR WIMP? HUMAN RESOURCE LEADERSHIP
    28. ADVOCATE, WARRIOR, OR HUSTLER? POLITICAL LEADERSHIP
    29. PROPHET OR ZEALOT? SYMBOLIC LEADERSHIP
    30. CONCLUSION
    31. Note
    32. Chapter 19: Reframing Change in Organizations
    33. THE INNOVATION PROCESS
    34. CHANGE, TRAINING, AND PARTICIPATION
    35. CHANGE AND STRUCTURAL REALIGNMENT
    36. CHANGE AND CONFLICT
    37. CHANGE AND LOSS
    38. CHANGE STRATEGY
    39. CONCLUSION
    40. Chapter 20: Reframing Ethics and Spirit
    41. SOUL AND SPIRIT IN ORGANIZATIONS
    42. CONCLUSION
    43. Notes
    44. Chapter 21: Bringing It All Together
    45. ROBERT F. KENNEDY HIGH SCHOOL
    46. STRUCTURAL ISSUES AND OPTIONS
    47. HUMAN RESOURCE ISSUES AND OPTIONS
    48. POLITICAL ISSUES AND OPTIONS
    49. SYMBOLIC ISSUES AND OPTIONS
    50. A FOUR‐FRAME APPROACH
    51. CONCLUSION: THE REFRAMING PROCESS
    52. Note
    53. Chapter 22: Epilogue
    54. COMMITMENT TO CORE BELIEFS
    55. MULTI‐FRAME THINKING
  12. APPENDIX: THE BEST OF ORGANIZATIONAL STUDIES
    1. SCHOLARS' HITS
  13. BIBLIOGRAPHY
  14. THE AUTHORS
  15. NAME INDEX
  16. SUBJECT INDEX
  17. End User License Agreement
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