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Reframing Organizations: Artistry, Choice, and Leadership
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From the Back Cover
The Classic Leadership Resources Now In Its 5th Edition! First published in 1984, Lee Bolman and Terrence Deal's bestselling text has become a classic in the field. Its four-frame model provides four different perspectives through which organizations can be understood. The Structural Frame focuses on organization structure and provides insight into how managers and leaders within organizations can better organize and structure organizations, groups, and teams to get results. The Human Resource Frame focuses on the people in organizations and provides insight into how to tailor organizations to satisfy human needs, improve human resource management, and build positive interpersonal and group dynamics. The Political Frame focuses on the political dynamics in organizations and examines how managers and leaders in organizations can understand power and conflict, build coalitions, hone political skills, and deal with internal and external politics. The Symbolic Frame focuses on meaning and culture in organizations, and provides insight into how leaders and managers can shape culture, stage organizational drama for internal and external audiences, and build spirit through ritual, ceremony, and story. Bolman and Deal update their classic with coverage of pressing issues such as globalization, changing workforces, offshoring, and leadership across cultures. An Instructor's Guide and personal leadership orientations assessment are available online at www.wiley.com/college/bolman.
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About the Author
Lee G. Bolman holds the Marion Bloch/Missouri Chair in Leadership at the Bloch School of Business and Public Administration at the University of Missouri-Kansas City. He consults worldwide to corporations, public agencies, universities, and schools. In addition to his many books with Terry Deal, he is also coauthor of Reframing Academic Leadership with Joan V. Gallos. Terrence E. Deal left active university life as the Irving R. Melbo Clinical Professor of the University of Southern California's Rossier School of Education. He is the coauthor of twenty-three books, including the bestselling Corporate Cultures (with A. A. Kennedy, 1982) and Managing the Hidden Organization (with W. A. Jenkins, 1994). Bolman and Deal are also coauthors of Leading with Soul (now in its third edition), Wizard and Warrior, and their forthcoming book, Reframing Leadership (also from Wiley).
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Product details
Hardcover: 544 pages
Publisher: Jossey-Bass; 5 edition (August 12, 2013)
Language: English
ISBN-10: 1118557387
ISBN-13: 978-1118557389
Product Dimensions:
7.4 x 1.7 x 9.6 inches
Shipping Weight: 2 pounds (View shipping rates and policies)
Average Customer Review:
4.5 out of 5 stars
201 customer reviews
Amazon Best Sellers Rank:
#191,731 in Books (See Top 100 in Books)
This is hands down the best text book I have ever had for a college class. Material is well presented, with tons of real business stories (and from companies I know). This makes applying the concepts in the book really easy. The book is also easy to read. If there is any complaint, it is that they try almost too hard to help you relate the concepts, and I find myself skimming or skipping over sections, because I already got it.The first couple of chapters are a bit of a bore - I felt like in chapters 1 and 2, they were still trying to sell me the book. Once you get past that, it really is a joy.I am not quite sure why people are giving this one and two stars, unless it was a class they just did not enjoy and are going to tear up everything, including the text book. For the rest of us, this is quite a pleasant read - not something I would read for fun, but at least its interesting
I give this book a Five star out of Five.I took an online course and having an electronic version of the text was a big bonus and only makes sense because I could access it and complete my readings from anywhere, including my iPhone.Unlike most business texts, the narrative writing style, almost casual, gave the concepts context and drove them home. For example, take the introduction to chapter one, “Steve Jobs had to fail before he could succeed. Fail he did. He was fired from Apple Computer, the company he founded, and spent eleven years “in the wilderness†(Schlender, 2004).†(Kindle version location 77 of 2328). This reads like a suspense novel and just sucks you in.The authors pulled information from a great variety of interesting real life sources, and if the like watching current events then this book is perfect. And if you like the subject matter, Organizational development, then this is even better.The other thing I liked about this book is the APA citation style. For me, this whole thing about properly citing sources is new and while reading other texts, learning what is wrong and right can be overwhelming at times. I am still struggling to understand the whole thing.The book itself is a great introduction into the complex subject matter of organizational framing. From my readings, I understand this can become quickly involved and confusing with managerial lingo, statistics and all levels of psychology. So this book does break it down and after reading it I can now tackle the more in-depth books and know my way around or at least know exactly what they are referring to, and pull examples out of my mind to better understand the concepts. So I would definitely recommend this book to someone who has no clue what the subject matter of Organizational Behavior is all about. As an aspiring leader, a manager and an aspiring business owner, I will keep this coming back to this book for a little longer after this class.I strongly recommend it
This book is sacred text for leadership in organizations. It is about seeing organizational life with a new pair of lenses, scratch that, with four sets of lenses, and developing a multi-perspectival approach to innovation and change. This is a book about seeing and believing, “if we don’t know what we’re seeing or we’re seeing the wrong picture, we don’t understand why we’re not getting the results we want.†Why do we need four sets of lenses? Because there is no “one way†to lead an organization or solve organizational challenges. Myopic thinking is why so many bright, creative, energetic leaders fail. They cannot see organizations in their complexity and think critically about alternative possibilities for change. Organizations are complex, surprising, deceptive, and ambiguous. The four frames help us to clarify reality and actually see what’s happening.The book works in two primary parts. First the book takes a massive, textbook, birds-eye view of the four organizational frames, rooting them in real leadership and organizational experiences in sectors that span the private, public and non-profit: organizations as ubiquitous as McDonald’s, as prestigious as Harvard, as innovative as Zappos, and as foiled as Enron. The four frames are a) the structural frame b) the human resource frame c) the political frame and d) the symbolic frame. The four frames can also be understood using four primary metaphors, respectively: the machine, the family, the jungle, and the temple. To further elucidate and flesh-out the frames, household leadership names show up from Martin Luther King Jr. to Jeff Bazos at Amazon, as well as classic leadership cases from FEMA’s response to Hurricane Katrina in 2005 to the revitalization of Chrysler with the mini-van craze in the 1980’s.Secondly, the book takes the four frames and applies them to using them in the context of leadership. “Crises are an acid test of leadership†and the book works through the crises of change, loss, and disaster. Especially profound for me were the “gifts†a leader brings when they lead from each frame. From the structural frame the leader brings the gift of authorship; from the human resource frame, the gift of love; from the political frame, the gift of justice; and from the symbolic frame the gift of meaning. If that sounds a too touch-feely for particular leaders, perhaps they have yet to learn the lessons from organizations like Southwest Airlines, who have created an entire culture replete with the language of love (not to mention their thriving market share during crisis after crisis in the airline industry).Yes, it takes time, effort, and lots of practice to actually use the four frames effectively. Without the case study in the very last chapter of the book, it’s hard to know immediately how what the authors present is “useful knowledgeâ€. However, once you start using the frames in practice, it’s energizing to see what before you could never name or make complete sense of. Multi-prespectival reflection isn’t a recipe for success. There are still hard decisions and larger-than-life moments that must occur in the context of leadership. Your own emotional process can cloud your ability to see. Some type of failure is probably unavoidable. Still, these four lenses are interpretive tools, lenses that make sense of reality, and skills that can energize your own leadership in whatever context life has called you. I highly recommend this bear of a read from beginning to end, but beginning in the leadership section may help give you the energy you'll need to wade through the four frames.
I purchased this book for an Ed.S. course I am currently enrolled in. I wasn't sure how engaging it would be since honestly most textbooks aren't written to be engaging, but almost purely informative. That being said, t his is one of the few textbooks I have had to read over the years that I don't really mind sitting down to read at all! It came very quickly, and the packaging was great to protect it while being shipped.The book itself is focused primarily on how to look at leadership through different lenses, or as they refer to them frames. It gives MANY real world examples and could apply to nearly any area of leadership, business, education, or otherwise. Like I said, very easy to read and not at all textbook-y. If you have to purchase this for a course I think you will be pleasantly surprise by the content and structure of the book!
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