Reframing Organizations

LEE G. BOLMAN retired as the Marion Bloch/Missouri Chair in Leadership at the Bloch School of Management at the University of MissouriKansas 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 Californias 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