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First published in 1984, Lee Bolman and Terrence Deal?s best-selling book has become a classic in the field. Its four-frame model examines organizations as factories, families, jungles, and theaters or temples:The Structural Frame: how to organize and structure groups and teams to get resultsThe Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resource management, and build positive interpersonal and group dynamicsThe Political Frame: how to cope with power and conflict, build coalitions, hone political skills, and deal with internal and external politicsThe Symbolic Frame: how to shape a culture that gives purpose and meaning to work, stage organizational drama for internal and external audiences, and build team spirit through ritual, ceremony, and storyThis new edition is filled with new case examples such as Hurricane Katrina and profiles of great leaders such as Mother Theresa, Thomas Keller, and others. In addition, the book updates the "Organizational Theory's Greatest Hits" text boxes throughout, and increases geographic, cultural and gender diversity in examples and text. It also features an enhanced online teacher's guide with a new test bank, as well as updated PowerPoint slides, teaching ideas and experiential activities, and links to resources. Intro -- Reframing Organizations: Artistry, Choice, and Leadership -- Copyright -- Contents -- Preface -- Outline of the Book -- Acknowledgments -- Part One: Making Sense of Organizations -- Chapter 1: Introduction -- Virtues and Drawbacks of Organized Activity -- The Curse of Cluelessness -- Strategies for Improving Organizations: The Track Record -- Framing -- Frame Breaking -- The Four Frames -- The FBI and the CIA: A Four-Frame Story -- Multiframe Thinking -- Engineering and Art -- Summary -- Notes -- Chapter 2: Simple Ideas, Complex Organizations -- Common Fallacies in Explaining Organizational Problems -- Peculiarities of Organizations -- Organizational Learning -- Coping with Ambiguity and Complexity -- You See What You Expect -- Making Sense of What's Going On -- The Dilemma of Changing or Conserving -- Summary -- Notes -- Part Two: The Structural Frame -- Chapter 3: Getting Organized -- Structural Assumptions -- Origins of the Structural Perspective -- Structural Forms and Functions -- Basic Structural Tensions -- Vertical Coordination -- Authority -- Rules and Policies -- Planning and Control Systems -- Lateral Coordination -- Meetings -- Task Forces -- Coordinating Roles -- Matrix Structures -- Networks -- Designing a Structure That Works -- Vertical or Lateral? -- Structural Imperatives -- Challenges of Global Organization -- Summary -- Note -- Chapter 4: Structure and Restructuring -- Structural Dilemmas -- Differentiation Versus Integration -- Gap Versus Overlap -- Underuse Versus Overload -- Lack of Clarity Versus Lack of Creativity -- Excessive Autonomy Versus Excessive Interdependence -- Too Loose Versus Too Tight -- Goalless Versus Goalbound -- Irresponsible Versus Unresponsive -- Structural Configurations -- Mintzberg's Fives -- Helgeson's Web of Inclusion -- Generic Issues in Restructuring -- Why Restructure?.
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