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• COVER
• TITLE PAGE
• COPYRIGHT
• PREFACE
• OUTLINE OF THE BOOK
• ACKNOWLEDGMENTS
• 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
• 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
• 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
• 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 AS POLITICAL AGENTS
• POLITICAL DYNAMICS OF ECOSYSTEMS
• CONCLUSION
• PART FIVE: The Symbolic Frame
• Chapter 12: Organizational Symbols and Culture
• SYMBOLIC ASSUMPTIONS
• ORGANIZATIONAL SYMBOLS
• ORGANIZATIONS AS CULTURES
• CONCLUSION
• Chapter 13: Culture in Action
• THE EAGLE GROUP’S SOURCES OF SUCCESS
• CONCLUSION
• Note
• Chapter 14: Organization as Theater
• DRAMATURGICAL AND INSTITUTIONAL THEORY
• ORGANIZATIONAL STRUCTURE AS THEATER
• ORGANIZATIONAL PROCESS AS THEATER
• CONCLUSION
• Note
• PART SIX: Improving Leadership Practice
• Chapter 15: Integrating Frames for Effective Practice
• LIFE AS MANAGERS KNOW IT
• ACROSS FRAMES: ORGANIZATIONS AS MULTIPLE REALITIES
• MATCHING FRAMES TO SITUATIONS
• EFFECTIVE MANAGERS AND ORGANIZATIONS
• MANAGERS’ FRAME PREFERENCES
• CONCLUSION
• Chapter 16: Reframing in Action
• BENEFITS AND RISKS OF REFRAMING
• REFRAMING FOR NEWCOMERS AND THE MARGINALIZED
• CONCLUSION
• Chapter 17: Leadership in Theory and Practice
• STRUCTURE: SWINGING THE ELECTORAL COLLEGE
• HUMAN RESOURCE FRAME: MOTIVATION AND PERSONALITY
• POLITICAL FRAME
• CULTURE AND NARRATIVE
• LEADERSHIP LESSONS FROM THE 2016 ELECTION
• LEADERSHIP IN ORGANIZATIONS: A BRIEF HISTORY
• EVOLUTION OF THE IDEA OF LEADERSHIP
• WHAT DO WE KNOW ABOUT GOOD LEADERSHIP?
• CULTURE AND LEADERSHIP
• GENDER AND LEADERSHIP
• CONCLUSION
• Notes
• Chapter 18: Reframing Leadership
• ARCHITECT OR TYRANT? STRUCTURAL LEADERSHIP
• CATALYST OR WIMP? HUMAN RESOURCE LEADERSHIP
• ADVOCATE, WARRIOR, OR HUSTLER? POLITICAL LEADERSHIP
• PROPHET OR ZEALOT? SYMBOLIC LEADERSHIP
• CONCLUSION
• Note
• Chapter 19: Reframing Change in Organizations
• THE INNOVATION PROCESS
• CHANGE, TRAINING, AND PARTICIPATION
• CHANGE AND STRUCTURAL REALIGNMENT
• CHANGE AND CONFLICT
• CHANGE AND LOSS
• CHANGE STRATEGY
• CONCLUSION
• Chapter 20: Reframing Ethics and Spirit
• SOUL AND SPIRIT IN ORGANIZATIONS
• CONCLUSION
• Notes
• Chapter 21: Bringing It All Together
• ROBERT F. KENNEDY HIGH SCHOOL
• STRUCTURAL ISSUES AND OPTIONS
• HUMAN RESOURCE ISSUES AND OPTIONS
• POLITICAL ISSUES AND OPTIONS
• SYMBOLIC ISSUES AND OPTIONS
• A FOUR‐FRAME APPROACH
• CONCLUSION: THE REFRAMING PROCESS
• Note
• Chapter 22: Epilogue
• COMMITMENT TO CORE BELIEFS
• MULTI‐FRAME THINKING
• APPENDIX: THE BEST OF ORGANIZATIONAL STUDIES
• SCHOLARS’ HITS
• BIBLIOGRAPHY
• THE AUTHORS
• NAME INDEX
• SUBJECT INDEX
• End User License Agreement