Artistry, Choice, and Leadership
7. Auflage November 2021
544 Seiten, Softcover
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AN ELEGANT FRAMEWORK FOR MORE EFFECTIVE LEADERSHIP
Bolman and Deal's four-frame model has been transforming business leadership for over 40 years. Using a multidisciplinary approach to management, this deceptively simple model offers a powerful set of tools for navigating complexity and turbulence; as the political and economic climate continues to evolve, this model has never been more relevant than today.
The Structural Frame explores the convergence of organizational structure and function, and shows why social architecture must take environment into account. Case studies illustrate successful alignment in diverse organizations, and guidelines provide strategic insight for avoiding common pathologies and achieving the right fit.
The Human Resource Frame dissects the complex dynamics at the intersection of people and organizations and charts the leadership and human resource practices that build motivation and high performance.
The Political Frame shows how competition, conflict, and the struggle for power and resources can be either a tool for growth or a toxic landmine for an individual or organization. Case studies show how both constructive and destructive practices influence social, political, and economic trends both within and beyond organizational boundaries.
The Symbolic Frame defines organizational culture, and delves into the emotional and existential underbelly of social life. It underscores the power of symbolic forms such as heroes, myths, and rituals in providing the glue that bonds social collectives together.
The Seventh Edition has been updated with new information on cross-sector collaboration, generational differences, virtual environments, globalization, cross-cultural communication, and more, with an expanded Instructor's Guide that includes summaries, mini-assessments, videos, and extra resources.
PART ONE I Making Sense of Organizations
1 Introduction: The Power of Reframing
2 Simple Ideas, Complex Organizations
PART TWO II The Structural Frame
3 Getting Organized
4 Structure and Restructuring
5 Organizing Groups and Teams
PART THREE III The Human Resource Frame
6 People and Organizations
7 Improving Human Resource Management
8 Interpersonal and Group Dynamics
PART FOUR IV The Political Frame
9 Power, Conflict, and Coalition
10 The Manager as Politician
11 Organizations as Political Arenas and Political Agents
PART FIVE V The Symbolic Frame
12 Organizational Symbols and Culture
13 Culture in Action
14 Organization as Theater
PART SIX VI Improving Leadership Practice
15 Integrating Frames for Effective Practice
16 Reframing in Action: Opportunities and Perils
17 Leadership in Theory and Practice
18 Reframing Leadership
19 Reframing Change in Organizations
20 Reframing Ethics and Spirit
21 Bringing It All Together: Change and Leadership in Action
22 Epilogue: Artistry, Choice, and Leadership
Appendix: The Best of Organizational Studies
TERRENCE E. DEAL retired as the Irving R. Melbo Clinical Professor of the University of Southern California's Rossier School of Education. Having served on the faculty of some of the top U.S. universities, including Stanford and Harvard, his research into organizations, symbolism, and change informs his work as a consultant to business, healthcare, military, educational, and religious organizations across the globe.