PrefaceAcknowledgmentsPART ONE I Making Sense of Organizations1 Introduction: The Power of Reframing2 Simple Ideas, Complex OrganizationsPART TWO II The Structural Frame3 Getting Organized4 Structure and Restructuring5 Organizing Groups and TeamsPART THREE III The Human Resource Frame6 People and Organizations7 Improving Human Resource Management8 Interpersonal and Group DynamicsPART FOUR IV The Political Frame9 Power, Conflict, and Coalition10 The Manager as Politician11 Organizations as Political Arenas and Political AgentsPART FIVE V The Symbolic Frame12 Organizational Symbols and Culture13 Culture in Action14 Organization as TheaterPART SIX VI Improving Leadership Practice15 Integrating Frames for Effective Practice16 Reframing in Action: Opportunities and Perils17 Leadership in Theory and Practice18 Reframing Leadership19 Reframing Change in Organizations20 Reframing Ethics and Spirit21 Bringing It All Together: Change and Leadership in Action22 Epilogue: Artistry, Choice, and LeadershipAppendix: The Best of Organizational StudiesBibliographyThe AuthorsName IndexSubject Index
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.