Reframing Organizations

LEE G. BOLMAN retired as the Marion Bloch/Missouri Chair in Leadership at the Bloch School of Management at the University of Missouri–Kansas City. Widely published on the intersection of leadership and organizations, Bolman is a sought-after consultant and speaker 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, including Stanford and Harvard, his research into organizations, symbolism, and change informs his work as a consultant to business, healthcare, military, educational, and religious organizations across the globe.

Preface

Acknowledgments

PART ONE I Making Sense of Organizations

1 Introduction: The Power of Reframing

2 Simple Ideas, Complex Organizations

PART TWO II The Structural Frame

3 Getting Organized

4 Structure and Restructuring

5 Organizing Groups and Teams

PART THREE III The Human Resource Frame

6 People and Organizations

7 Improving Human Resource Management

8 Interpersonal and Group Dynamics

PART FOUR IV The Political Frame

9 Power, Conflict, and Coalition

10 The Manager as Politician

11 Organizations as Political Arenas and Political Agents

PART FIVE V The Symbolic Frame

12 Organizational Symbols and Culture

13 Culture in Action

14 Organization as Theater

PART SIX VI Improving Leadership Practice

15 Integrating Frames for Effective Practice

16 Reframing in Action: Opportunities and Perils

17 Leadership in Theory and Practice

18 Reframing Leadership

19 Reframing Change in Organizations

20 Reframing Ethics and Spirit

21 Bringing It All Together: Change and Leadership in Action

22 Epilogue: Artistry, Choice, and Leadership

Appendix: The Best of Organizational Studies

Bibliography

The Authors

Name Index

Subject Index