Reframing Organizations. Lee G. Bolman
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Table of Contents
1 COVER
6 PART ONE: Making Sense of Organizations Chapter 1: Introduction VIRTUES AND DRAWBACKS OF ORGANIZED ACTIVITY FRAMING CONCLUSION Notes Chapter 2: Simple Ideas, Complex Organizations COMMON FALLACIES IN EXPLAININGORGANIZATIONAL PROBLEMS PECULIARITIES OF ORGANIZATIONS ORGANIZATIONAL LEARNING MAKING SENSE OF AMBIGUITY AND COMPLEXITY CONCLUSION Note
7 PART TWO: The Structural Frame Chapter 3: Getting Organized STRUCTURAL ASSUMPTIONS STRATEGY STRUCTURAL FORMS AND FUNCTIONS VERTICAL COORDINATION LATERAL COORDINATION DESIGNING A STRUCTURE THAT WORKS CONCLUSION Chapter 4: Structure and Restructuring STRUCTURAL DILEMMAS STRUCTURAL CONFIGURATIONS GENERIC ISSUES IN RESTRUCTURING WHY RESTRUCTURE? MAKING RESTRUCTURING WORK: TWO CASE EXAMPLES CONCLUSION Chapter 5: Organizing Groups and Teams TASKS AND LINKAGES IN SMALL GROUPS TEAMWORK AND INTERDEPENDENCE DETERMINANTS OF SUCCESSFUL TEAMWORK TEAM STRUCTURE AND TOP PERFORMANCE SELF‐MANAGING TEAMS: STRUCTURE OF THE FUTURE? CONCLUSION
8 PART THREE: The Human Resource Frame Chapter 6: People and Organizations HUMAN RESOURCE ASSUMPTIONS WORK AND MOTIVATION: A BRIEF TOUR HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT CONCLUSION Note Chapter 7: Improving Human Resource Management GETTING IT RIGHT GETTING THERE: TRAINING AND ORGANIZATION DEVELOPMENT CONCLUSION Note Chapter 8: Interpersonal and Group Dynamics INTERPERSONAL DYNAMICS MANAGEMENT STYLES GROUPS AND TEAMS IN ORGANIZATIONS CONCLUSION
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PART FOUR: The Political Frame
Chapter 9: Power, Conflict, and Coalition
POLITICAL ASSUMPTIONS
ORGANIZATIONS AS COALITIONS
POWER AND DECISION MAKING
CONFLICT IN ORGANIZATIONS
MORAL MAZES: THE POLITICS OF GETTING AHEAD
CONCLUSION
Note
Chapter 10: The Manager as Politician
POLITICAL SKILLS
MORALITY AND POLITICS
CONCLUSION
Chapter 11: Organizations as Political Arenas and Political Agents
ORGANIZATIONS AS ARENAS
ORGANIZATIONS