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• Cover
• Series Page
• Title Page
• Copyright
• Dedication
• Preface
• 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 Explaining Organizational Problems
• Peculiarities of Organizations
• Organizational Learning
• Coping with Ambiguity and Complexity
• Conclusion
• Notes
• Part Two: The Structural Frame
• Chapter 3: Getting Organized
• Structural Assumptions
• Origins of the Structural Perspective
• Strategy
• Structural Forms and Functions
• Basic Structural Tensions
• Vertical Coordination
• Lateral Coordination
• Designing a Structure That Works
• Conclusion
• Chapter 4: Structure and Restructuring
• Structural Dilemmas
• Structural Configurations
• Generic Issues in Restructuring
• 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
• 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
• 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 Outsiders
• Conclusion
• Chapter 17: Reframing Leadership
• 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
• Reframing Leadership
• Conclusion
• Note
• Chapter 18: 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 19: Reframing Ethics and Spirit
• Soul and Spirit in Organizations
• Conclusion
• Note
• Chapter 20: 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
• Epilogue: Artistry, Choice, and Leadership
• Appendix: The Best of Organizational Studies
• Bibliography
• The Authors
• Name Index
• Subject Index
• End User License Agreement