Reframing Organizations (7th Edition): Artistry, Choice, and Leadership
- 20h 44m 24s
- Lee G. Bolman, Terrence E. Deal
- Gildan Media
- 2021
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.
In this Audiobook
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Chapter 1 - Introduction: The Power of Reframing
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Chapter 2 - Simple Ideas, Complex Organizations
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Chapter 3 - Getting Organized
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Chapter 4 - Structure and Restructuring
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Chapter 5 - Organizing Groups and Teams
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Chapter 6 - People and Organizations
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Chapter 7 - Improving Human Resource Management
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Chapter 8 - Interpersonal and Group Dynamics
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Chapter 9 - Power, Conflict, and Coalition
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Chapter 10 - The Manager as Politician
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Chapter 11 - Organizations as Political Arenas and Political Agents
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Chapter 12 - Organizational Symbols and Culture
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Chapter 13 - Culture in Action
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Chapter 14 - Organization as Theater
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Chapter 15 - Integrating Frames for Effective Practice
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Chapter 16 - Reframing in Action: Opportunities and Perils
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Chapter 17 - Leadership in Theory and Practice
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Chapter 18 - Reframing Leadership
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Chapter 19 - Reframing Change in Organizations
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Chapter 20 - Reframing Ethics and Spirit
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Chapter 21 - Bringing it All Together: Change and Leadership in Action
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Chapter 22 - Epilogue: Artistry, Choice, and Leadership
