Reframing Organizations

547 Pages·2010·3.16 MB·English

Fourth
Fourth Edition
The Classic Leadership Resource Now In Its 4th Edition! Edition
FIRST PUBLISHED IN 1984, Lee Bolman and Terrence Deal’s best-selling book has become a classic in the fi eld. Its four-
O R
frame model examines organizations as factories, families, jungles, and theaters or temples:
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• The Structural Frame: how to organize and structure groups and teams to get results r
• The Human Resource Frame: how to tailor organizations to satisfy human needs, improve human resource g f
management, and build positive interpersonal and group dynamics
r
a
• The Political Frame: how to cope with power and confl ict, build coalitions, hone political skills, and deal with
a
internal and external politics n
• The Symbolic Frame: how to shape a culture that gives purpose and meaning to work, stage organizational m
drama for internal and external audiences, and build team spirit through ritual, ceremony, and story i
z
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This new edition contains a wealth of new examples from both the private and the nonprofi t sectors. In addition, the book a Reframing
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offers updated content and expanded discussions of self-managing teams, dramaturgical and institutional theory, change
theory, the “blink” process, “black swans,” and gay rights. There is an Instructor’s Guide available online. t
g
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The Authors o
Lee G. Bolman holds the Marion Bloch Missouri Chair in Leadership
at the Bloch School of Business and Public Administration at the n Organizations
University of Missouri–Kansas City. He consults worldwide to
corporations, public agencies, universities, and schools. He lives in s
Kansas City, Missouri.
Terrence E. Deal is the retired Irving R. Melbo Clinical Professor at the
University of Southern California’s Rossier School of Education. He now
writes and makes wine in San Luis Obispo, California. He is the coauthor Artistry,
of sixteen books, including the best-selling Corporate Cultures (with Artistry, Choice, and Leadership
Choice, and
A. A. Kennedy, 1982) and Managing the Hidden Organization (with W. A.
Jenkins, 1994). He lives in San Luis Obispo, California. Leadership
D B
E O
LEE G. BOLMAN
A
L
L M
MANAGEMENT/LEADERSHIP
A
N TERRENCE E. DEAL
www.josseybass.com
Best-selling authors of LEADING WITH SOUL
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FOURTH EDITION
Reframing
Organizations
Artistry, Choice, and Leadership
Lee G. Bolman (cid:127) Terrence E. Deal
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Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved.
Published by Jossey-Bass
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Library of Congress Cataloging-in-Publication Data
Bolman, Lee G.
Reframing organizations : artistry, choice, and leadership / Lee G. Bolman, Terrence E. Deal.—4th ed.
p. cm.—(The Jossey-Bass business & management series)
Includes bibliographical references and index.
ISBN 978-0-7879-8798-5 (cloth)
ISBN 978-0-7879-8799-2 (pbk.)
1. Management. 2. Organizational behavior. 3. Leadership. I. Deal, Terrence E. II. Title.
HD31.B6135 2008
658.4'063—dc22
2008022738
Printed in the United States of America
fourth edition
HB Printing 10 9 8 7 6 5 4 3 2 1
PB Printing 10 9 8 7 6 5 4 3 2 1
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The Jossey-Bass Business & Management Series
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An updated online Instructor’s Guide with test bank
is available at www.wiley.com/college/bolman
Available in spring 2009: New with this fourth edition of Reframing Organizations
is an online assessment program that runs in Blackboard, WebCT, and Vista. Each
chapter includes 15–20 multiple choice, true/false, matching, and essay questions
designed to assess understanding of the key concepts presented in the text. Multiple
choice, matching, and true/false questions will include detailed feedback for incor-
rect answers, and students will also be provided references to the text for incorrect
answers. Please consult your sales representative for further details.
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C O N T E N T S
Preface vii
PART ONE Making Sense of Organizations
ONE Introduction: The Power of Reframing 3
TWO Simple Ideas, Complex Organizations 23
PART TWO The Structural Frame
THREE Getting Organized 45
FOUR Structure and Restructuring 71
FIVE Organizing Groups and Teams 99
PART THREE The Human Resource Frame
SIX People and Organizations 119
SEVEN Improving Human Resource Management 139
EIGHT Interpersonal and Group Dynamics 165
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PART FOUR The Political Frame
NINE Power, Confl ict, and Coalition 191
TEN The Manager as Politician 211
ELEVEN Organizations as Political Arenas
and Political Agents 229
PART FIVE The Symbolic Frame
TWELVE Organizational Symbols and Culture 251
THIRTEEN Culture in Action 279
FOURTEEN Organization as Theater 293
PART SIX Improving Leadership Practice
FIFTEEN Integrating Frames for Effective Practice 311
SIXTEEN Reframing in Action: Opportunities and Perils 327
SEVENTEEN Reframing Leadership 341
EIGHTEEN Reframing Change in Organizations: Training,
Realigning, Negotiating, and Grieving 373
NINETEEN Reframing Ethics and Spirit 397
TWENTY Bringing It All Together: Change
and Leadership in Action 411
TWENTY-ONE Epilogue: Artistry, Choice, and Leadership 435
Appendix: The Best of Organizational Studies: Scholars’ Hits
and Popular Best-Sellers 439
References 445
The Authors 481
Name Index 483
Subject Index 494
vi
Contents
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P R E F A C E
T
his is the fi fth release of a work that began in 1984 as Modern
Approaches to Understanding and Managing Organizations.
We’ r e grateful to readers around the world who have told us the
book gave them ideas that make a difference— a t work and else-
where in their lives.
I t is time for an update, and we’ r e gratifi ed to be back by popular demand. Like
everything else, organizations and their leadership challenges have been chang-
ing rapidly in recent years, and scholars have been running hard to keep up. This
edition tries to capture the current frontiers of both knowledge and art.
The four - frame model, with its view of organizations as factories, families,
jungles, and temples, remains the book ’ s conceptual heart. But much else has
changed. We have updated our case examples extensively to keep up with the lat-
est developments in managerial practice. We have updated a feature we inaugu-
rated in the third edition, “ g reatest hits in organization studies.” These features
offer pithy summaries of key ideas from the some of the most infl uential works
in the scholarly literature (as indicated by a citation analysis, described in the
Appendix at the end of the book). As a counterpoint to the scholarly works, we
have also added occasional summaries of recent management best - sellers.
Life in organizations has also produced many new examples, and there is new
material throughout the book. At the same time, we worked zealously to mini-
mize bloat by tracking down and expunging every redundant sentence, mar-
ginal concept, or extraneous example. We are proud that, despite new material in
vii
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every chapter, this edition is actually a bit shorter than the last one. At the same
time, we ’ ve tried to keep it fun. Collective life is an endless source of examples
as entertaining as they are instructive, and we’ v e sprinkled them throughout the
text. We apologize to anyone who fi nds that an old favorite fell to the cutting -
room fl oor, but we think most readers will fi nd the book an even clearer and
more effi cient read.
A s always, our primary audience is managers and future leaders. We have
tried to answer the question, What do we know about organizations and lead-
ership that is genuinely relevant and useful to practitioners? We have worked
to present a large, complex body of theory, research, and practice as clearly and
simply as possible. We tried to avoid watering it down or presenting simplistic
views of how to solve managerial problems. Our goal is to offer not solutions but
powerful and provocative ways of thinking about opportunities and pitfalls.
W e continue to focus on both management and leadership. Leading and man-
aging are different, but they ’ re equally important. If an organization is overman-
aged but underled, it eventually loses any sense of spirit or purpose. A poorly
managed organization with a strong, charismatic leader may soar briefl y — only
to crash shortly thereafter. Malpractice can be as damaging and unethical for
managers and leaders as for physicians. Myopic managers or overzealous lead-
ers usually harm more than just themselves. The challenges of modern organiza-
tions require the objective perspective of managers as well as the brilliant fl ashes
of vision that wise leadership provides. We need more people in managerial roles
who can fi nd simplicity and order amid organizational confusion and chaos.
We need versatile and fl exible leaders who are artists as well as analysts, who can
reframe experience to discover new issues and possibilities. We need managers
who love their work, their organizations, and the people whose lives they affect.
We need leaders and managers who appreciate management as a moral and ethi-
cal undertaking. We need leaders who combine hard- h eaded realism with pas-
sionate commitment to larger values and purposes. We hope to encourage and
nurture such qualities and possibilities.
As in the past, we have tried to produce a clear and readable synthesis and
integration of the fi eld ’ s major theoretical traditions. We concentrate mainly on
organization theory ’ s implications for practice. We draw on examples from every
sector and around the globe. Historically, organization studies have been divided
into several intellectual camps, often isolated from one another. Works that seek
viii
Preface
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