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Reframing organizations : artistry, choice, and leadership
Bolman, Lee G.

اطلاعات کتابشناختی

Reframing organizations : artistry, choice, and leadership
Author :   Bolman, Lee G.
Publisher :   Jossey-Bass,
Pub. Year  :   2008
Subjects :   Management. Organizational behavior. Leadership.
Call Number :   ‭HD 31 .B6135 2008

جستجو در محتوا

ترتيب

فهرست مطالب

  • Reframing Organizations: Artistry, Choice, and Leadership, Fourth Edition (3)
    • Contents (7)
    • Preface (9)
    • Part One: Making Sense of Organizations (19)
      • Chapter 1: Introduction (21)
        • VIRTUES AND DRAWBACKS OF ORGANIZED ACTIVITY (24)
        • FRAMING (28)
        • SUMMARY (39)
        • NOTES (40)
      • Chapter 2: Simple Ideas, Complex Organizations (41)
        • COMMON FALLACIES IN EXPLAINING ORGANIZATIONAL PROBLEMS (43)
        • PECULIARITIES OF ORGANIZATIONS (47)
        • ORGANIZATIONAL LEARNING (51)
        • COPING WITH AMBIGUITY AND COMPLEXITY (54)
        • SUMMARY (59)
        • NOTES (60)
    • Part Two: The Structural Frame (61)
      • Chapter 3: Getting Organized (63)
        • STRUCTURAL ASSUMPTIONS (65)
        • ORIGINS OF THE STRUCTURAL PERSPECTIVE (66)
        • STRUCTURAL FORMS AND FUNCTIONS (68)
        • BASIC STRUCTURAL TENSIONS (70)
        • VERTICAL COORDINATION (72)
        • LATERAL COORDINATION (74)
        • DESIGNING A STRUCTURE THAT WORKS (77)
        • SUMMARY (86)
        • NOTE (87)
      • Chapter 4: Structure and Restructuring (89)
        • STRUCTURAL DILEMMAS (91)
        • STRUCTURAL CONFIGURATIONS (96)
        • GENERIC ISSUES IN RESTRUCTURING (105)
        • SUMMARY (115)
      • Chapter 5: Organizing Groups and Teams (117)
        • TASKS AND LINKAGES IN SMALL GROUPS (120)
        • TEAMWORK AND INTERDEPENDENCE (124)
        • DETERMINANTS OF SUCCESSFUL TEAMWORK (127)
        • TEAM STRUCTURE AND TOP PERFORMANCE (129)
        • SELF-MANAGING TEAMS: STRUCTURE OF THE FUTURE? (131)
        • SUMMARY (134)
    • Part Three: The Human Resource Frame (135)
      • Chapter 6: People and Organizations (137)
        • HUMAN RESOURCE ASSUMPTIONS (139)
        • HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT (150)
        • SUMMARY (155)
        • NOTE (156)
      • Chapter 7: Improving Human Resource Management (157)
        • GETTING IT RIGHT (159)
        • PUTTING IT ALL TOGETHER: TQM AND NUMMI (177)
        • GETTING THERE: TRAINING AND ORGANIZATION DEVELOPMENT (179)
        • SUMMARY (182)
        • NOTE (182)
      • Chapter 8: Interpersonal and Group Dynamics (183)
        • INTERPERSONAL DYNAMICS (186)
        • MANAGEMENT STYLES (195)
        • GROUPS AND TEAMS IN ORGANIZATIONS (198)
        • SUMMARY (205)
    • Part Four: The Political Frame (207)
      • Chapter 9: Power, Conflict, and Coalition (209)
        • POLITICAL ASSUMPTIONS (212)
        • ORGANIZATIONS AS COALITIONS (216)
        • POWER AND DECISION MAKING (219)
        • CONFLICT IN ORGANIZATIONS (224)
        • MORAL MAZES: THE POLITICS OF GETTING AHEAD (225)
        • SUMMARY (227)
      • Chapter 10: The Manager as Politician (229)
        • POLITICAL SKILLS (232)
        • MORALITY AND POLITICS (242)
        • SUMMARY (246)
      • Chapter 11: Organizations as Political Arenas and Political Agents (247)
        • ORGANIZATIONS AS ARENAS (248)
        • ORGANIZATIONS AS POLITICAL AGENTS (253)
        • POLITICAL DYNAMICS OF ECOSYSTEMS (254)
        • SUMMARY (264)
    • Part Five: The Symbolic Frame (265)
      • Chapter 12: Organizational Symbols and Culture (269)
        • SYMBOLIC ASSUMPTIONS (271)
        • ORGANIZATIONAL SYMBOLS (272)
        • ORGANIZATIONS AS CULTURES (287)
        • SUMMARY (295)
        • NOTE (296)
      • Chapter 13: Culture in Action (297)
        • THE EAGLE GROUP’S SOURCES OF SUCCESS (298)
        • SUMMARY (308)
        • NOTE (309)
      • Chapter 14: Organization as Theater (311)
        • DRAMATURGICAL AND INSTITUTIONAL THEORY (314)
        • ORGANIZATIONAL STRUCTURE AS THEATER (317)
        • ORGANIZATIONAL PROCESS AS THEATER (319)
        • SUMMARY (326)
    • Part Six: Improving Leadership Practice (327)
      • Chapter 15: Integrating Frames for Effective Practice (329)
        • LIFE AS MANAGERS KNOW IT (330)
        • ACROSS FRAMES: ORGANIZATIONS AS MULTIPLE REALITIES (331)
        • MATCHING FRAMES TO SITUATIONS (335)
        • EFFECTIVE MANAGERS AND ORGANIZATIONS (338)
        • MANAGERS’ FRAME PREFERENCES (343)
        • SUMMARY (344)
      • Chapter 16: Reframing in Action (345)
        • BENEFITS AND RISKS OF REFRAMING (356)
        • REFRAMING FOR NEWCOMERS AND OUTSIDERS (358)
        • SUMMARY (358)
      • Chapter 17: Reframing Leadership (359)
        • THE IDEA OF LEADERSHIP (360)
        • THE CONTEXT OF LEADERSHIP (362)
        • WHAT DO WE KNOW ABOUT GOOD LEADERSHIP? (363)
        • GENDER AND LEADERSHIP (369)
        • REFRAMING LEADERSHIP (373)
        • SUMMARY (390)
      • Chapter 18: Reframing Change in Organizations (391)
        • THE INNOVATION PROCESS (392)
        • CHANGE, TRAINING, AND PARTICIPATION (396)
        • CHANGE AND STRUCTURAL REALIGNMENT (400)
        • CHANGE AND CONFLICT (403)
        • CHANGE AND LOSS (406)
        • CHANGE STRATEGY (411)
        • SUMMARY (414)
      • Chapter 19: Reframing Ethics and Spirit (415)
        • SOUL AND SPIRIT IN ORGANIZATIONS (417)
        • SUMMARY (427)
        • NOTES (427)
      • Chapter 20: Bringing It All Together (429)
        • STRUCTURAL ISSUES AND OPTIONS (440)
        • HUMAN RESOURCE ISSUES AND OPTIONS (442)
        • POLITICAL ISSUES AND OPTIONS (443)
        • SYMBOLIC ISSUES AND OPTIONS (444)
        • A FOUR-FRAME APPROACH (446)
        • CONCLUSION: THE REFRAMING PROCESS (451)
        • NOTE (452)
      • Chapter 21: Epilogue (453)
        • COMMITMENT TO CORE BELIEFS (454)
        • MULTIFRAME THINKING (455)
    • Appendix: The Best of Organizational Studies (457)
      • SCHOLARS’ HITS (457)
      • SCHOLARS’ HITS (457)
      • POPULAR BEST-SELLERS (458)
    • References (463)
    • The Authors (499)
    • Name Index (501)
    • Subject Index (512)
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