REFRAMING ORGANIZATIONS - BOOK SUMMARY
LEE G. BOLMAN
7TH EDITION 2021
9781119855125
+ 67 COMMON TEST BANK QUESTIONS AND ANSWERS
+ 55 MOST IMPORTANT CORE CONCEPTS EXPLAINED
+ 2000-WORD SUMMARY - FAST READING 15 MINUTES
,Contents
Chapter 1............................................................................................................................................................................
How do bright people turn out so dim?......................................................................................................................
Strategies for improving Os [Organizations]:..............................................................................................................
Framing.......................................................................................................................................................................
Reframing...................................................................................................................................................................
Four Frames:...............................................................................................................................................................
Multi-frame thinking...................................................................................................................................................
Chapter 2 – Simple Ideas, Complex Organizations..............................................................................................................
Peculiarities of Organizations......................................................................................................................................
Organizational Learning..............................................................................................................................................
Making Sense of What’s Going On..............................................................................................................................
Impact of Mental Models............................................................................................................................................
P2 The Structural Frame.....................................................................................................................................................
Getting Organized.......................................................................................................................................................
Structure Dilemmas....................................................................................................................................................
Structural Configurations............................................................................................................................................
GENERIC ISSUES IN RESTRUCTURING..............................................................................................................................
Why Restructure?.......................................................................................................................................................
Organizing Groups and Teams............................................................................................................................................
TASKS AND LINKAGES IN SMALL GROUPS.......................................................................................................................
TEAMWORK OR INTERDEPENDENCE..............................................................................................................................
DETERMINANTS OF SUCCESSFUL TEAMWORK...............................................................................................................
SELF-MANAGING TEAMS................................................................................................................................................
Chapter 6 - People and Organizations................................................................................................................................
HUMAN RESOURCE ASSUMPTIONS................................................................................................................................
WORK AND MOTIVATION...............................................................................................................................................
HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT..............................................................................
Chapter 7 - Improving Human Resource Management.......................................................................................................
GETTING IT RIGHT...........................................................................................................................................................
TRAINING AND ORGANIZATION DEVELOPMENT............................................................................................................
Chapter 8 - Interpersonal and Group Dynamics..................................................................................................................
Interpersonal Dynamics..............................................................................................................................................
Argyris and Schön’s Theories for Action......................................................................................................................
Management Styles....................................................................................................................................................
Groups and Teams in Os.............................................................................................................................................
Leadership and Decision Making in Groups................................................................................................................
Chapter 9 - The Political Frame...........................................................................................................................................
, POLITICAL ASSUMPTIONS...............................................................................................................................................
ORGANIZATIONS AS COALITIONS....................................................................................................................................
POWER AND DECISION MAKING.....................................................................................................................................
CONFLICT IN ORGANIZATIONS........................................................................................................................................
Chapter 10 - The Manager as Politician..............................................................................................................................
POLITICAL SKILLS.............................................................................................................................................................
MORALITY AND POLITICS................................................................................................................................................
Chapter 11 - Organizations as Political Arenas and Political Agents...................................................................................
ORGANIZATIONS AS ARENAS..........................................................................................................................................
ORGANIZATIONS AS POLITICAL AGENTS.........................................................................................................................
POLITICAL DYNAMICS OF ECOSYSTEMS..........................................................................................................................
The Symbolic Frame............................................................................................................................................................
Chapter 12 - Organizational Symbols and Culture..............................................................................................................
SYMBOLIC ASSUMPTIONS...............................................................................................................................................
ORGANIZATIONAL SYMBOLS...........................................................................................................................................
Chapter 13 - Culture in Action............................................................................................................................................
Chapter 14 - Organizations as Theater................................................................................................................................
DRAMATURGICAL AND INSTITUTIONAL THEORY............................................................................................................
ORGANIZATIONAL STRUCTURE AS THEATER...................................................................................................................
67 common test bank questions and answers................................................................................................................
Part 1: The Four Frames of Organizations.......................................................................................................................
Part 2: Structural Frame..................................................................................................................................................
Part 3: Human Resource Frame......................................................................................................................................
Part 4: Political Frame.....................................................................................................................................................
Part 5: Symbolic Frame...................................................................................................................................................
Part 6: Integrating the Frames........................................................................................................................................
Part 7: Case Studies and Practical Applications...............................................................................................................
55 most important core concepts explained......................................................................................................................
2000-word summary key themes and concepts - fast reading 15 minutes.........................................................................
, REFRAMING ORGANIZATIONS
ORGANIZATIONAL BIG BANG:
- INFORMATION REVOLUTION
- GLOBALIZATION OF ECONOMIES
- PROLIFERATION OF EVENTS
- COLLAPSE OF GRAND IDEOLOGIES
ORGANIZATIONS ARE NOW CHALLENGED TO BE LOCAL AND GLOBAL, DOING WELL AND DOING GOOD, SOCIAL AND
COMMERCIAL, PROFITABLE AND SUSTAINABLE
THESE CONTRADICTIONS ARE MORE PREVALENT; CAN BE SUSTAINED AND MANAGED BUT NOW RESOLVED
» THE PROLIFERATION OF COMPLEX ORGANIZATIONS HAS MADE MOST HUMAN ACTIVITIES MORE FORMALIZED
CHAPTER 1
HOW DO BRIGHT PEOPLE TURN OUT SO DIM?
1. THEY’RE TOO SMART FOR THEIR OWN GOOD => SELF-DESTRUCTIVE INTELLIGENCE SYNDROME
FAILURE TO MAKE SENSE OF COMPLEX SITUATIONS
STRATEGIES FOR IMPROVING OS [ORGANIZATIONS]:
UNIVERSAL STRATEGY: UPGRADING MANAGEMENT TALENT; MANAGERS ARE SUPPOSED TO SEE THE BIG PICTURE
AND LOOK OUT FOR THE O’S WELL-BEING
IF PROBLEMS ARE TOO HARD TO SOLVE -> CONSULTANT IS THE SOLUTION (AT A HIGH PRICE FOR LITTLE
VALUE/SOLUTIONS)
» WHEN MANAGERS AND CONSULTANTS FAIL GOVERNMENT RESPONDS WITH LEGISLATION, POLICIES AND
REGULATIONS
FRAMING
= A MENTAL MODEL – A SET OF IDEAS AND ASSUMPTIONS – THAT YOU CARRY IN YOUR HEAD TO HELP YOU
UNDERSTAND AND NEGOTIATE A PARTICULAR “TERRITORY”
MANAGERS NEED TO DEVELOP AND CARRY “MAPS” IN THEIR HEADS
4 CHARACTERISTICS:
IT IS NONCONSCIOUS – YOU CAN DO IT W/OUT THINKING ABOUT IT AND KNOWING HOW YOU DID IT
IT IS FAST – PROCESS OCCURS ALMOST INSTANTLY
IT IS HOLISTIC – YOU SEE A COHERENT, MEANINGFUL PATTERN
RESULTS IN AFFECTIVE JUDGEMENTS – THOUGHT + FEELING WORK TOGETHER
» DIFFERENT CIRCUMSTANCES REQUIRE DIFFERENT APPROACHES
» GOAL IS FLUID EXPERTISE
LEE G. BOLMAN
7TH EDITION 2021
9781119855125
+ 67 COMMON TEST BANK QUESTIONS AND ANSWERS
+ 55 MOST IMPORTANT CORE CONCEPTS EXPLAINED
+ 2000-WORD SUMMARY - FAST READING 15 MINUTES
,Contents
Chapter 1............................................................................................................................................................................
How do bright people turn out so dim?......................................................................................................................
Strategies for improving Os [Organizations]:..............................................................................................................
Framing.......................................................................................................................................................................
Reframing...................................................................................................................................................................
Four Frames:...............................................................................................................................................................
Multi-frame thinking...................................................................................................................................................
Chapter 2 – Simple Ideas, Complex Organizations..............................................................................................................
Peculiarities of Organizations......................................................................................................................................
Organizational Learning..............................................................................................................................................
Making Sense of What’s Going On..............................................................................................................................
Impact of Mental Models............................................................................................................................................
P2 The Structural Frame.....................................................................................................................................................
Getting Organized.......................................................................................................................................................
Structure Dilemmas....................................................................................................................................................
Structural Configurations............................................................................................................................................
GENERIC ISSUES IN RESTRUCTURING..............................................................................................................................
Why Restructure?.......................................................................................................................................................
Organizing Groups and Teams............................................................................................................................................
TASKS AND LINKAGES IN SMALL GROUPS.......................................................................................................................
TEAMWORK OR INTERDEPENDENCE..............................................................................................................................
DETERMINANTS OF SUCCESSFUL TEAMWORK...............................................................................................................
SELF-MANAGING TEAMS................................................................................................................................................
Chapter 6 - People and Organizations................................................................................................................................
HUMAN RESOURCE ASSUMPTIONS................................................................................................................................
WORK AND MOTIVATION...............................................................................................................................................
HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT..............................................................................
Chapter 7 - Improving Human Resource Management.......................................................................................................
GETTING IT RIGHT...........................................................................................................................................................
TRAINING AND ORGANIZATION DEVELOPMENT............................................................................................................
Chapter 8 - Interpersonal and Group Dynamics..................................................................................................................
Interpersonal Dynamics..............................................................................................................................................
Argyris and Schön’s Theories for Action......................................................................................................................
Management Styles....................................................................................................................................................
Groups and Teams in Os.............................................................................................................................................
Leadership and Decision Making in Groups................................................................................................................
Chapter 9 - The Political Frame...........................................................................................................................................
, POLITICAL ASSUMPTIONS...............................................................................................................................................
ORGANIZATIONS AS COALITIONS....................................................................................................................................
POWER AND DECISION MAKING.....................................................................................................................................
CONFLICT IN ORGANIZATIONS........................................................................................................................................
Chapter 10 - The Manager as Politician..............................................................................................................................
POLITICAL SKILLS.............................................................................................................................................................
MORALITY AND POLITICS................................................................................................................................................
Chapter 11 - Organizations as Political Arenas and Political Agents...................................................................................
ORGANIZATIONS AS ARENAS..........................................................................................................................................
ORGANIZATIONS AS POLITICAL AGENTS.........................................................................................................................
POLITICAL DYNAMICS OF ECOSYSTEMS..........................................................................................................................
The Symbolic Frame............................................................................................................................................................
Chapter 12 - Organizational Symbols and Culture..............................................................................................................
SYMBOLIC ASSUMPTIONS...............................................................................................................................................
ORGANIZATIONAL SYMBOLS...........................................................................................................................................
Chapter 13 - Culture in Action............................................................................................................................................
Chapter 14 - Organizations as Theater................................................................................................................................
DRAMATURGICAL AND INSTITUTIONAL THEORY............................................................................................................
ORGANIZATIONAL STRUCTURE AS THEATER...................................................................................................................
67 common test bank questions and answers................................................................................................................
Part 1: The Four Frames of Organizations.......................................................................................................................
Part 2: Structural Frame..................................................................................................................................................
Part 3: Human Resource Frame......................................................................................................................................
Part 4: Political Frame.....................................................................................................................................................
Part 5: Symbolic Frame...................................................................................................................................................
Part 6: Integrating the Frames........................................................................................................................................
Part 7: Case Studies and Practical Applications...............................................................................................................
55 most important core concepts explained......................................................................................................................
2000-word summary key themes and concepts - fast reading 15 minutes.........................................................................
, REFRAMING ORGANIZATIONS
ORGANIZATIONAL BIG BANG:
- INFORMATION REVOLUTION
- GLOBALIZATION OF ECONOMIES
- PROLIFERATION OF EVENTS
- COLLAPSE OF GRAND IDEOLOGIES
ORGANIZATIONS ARE NOW CHALLENGED TO BE LOCAL AND GLOBAL, DOING WELL AND DOING GOOD, SOCIAL AND
COMMERCIAL, PROFITABLE AND SUSTAINABLE
THESE CONTRADICTIONS ARE MORE PREVALENT; CAN BE SUSTAINED AND MANAGED BUT NOW RESOLVED
» THE PROLIFERATION OF COMPLEX ORGANIZATIONS HAS MADE MOST HUMAN ACTIVITIES MORE FORMALIZED
CHAPTER 1
HOW DO BRIGHT PEOPLE TURN OUT SO DIM?
1. THEY’RE TOO SMART FOR THEIR OWN GOOD => SELF-DESTRUCTIVE INTELLIGENCE SYNDROME
FAILURE TO MAKE SENSE OF COMPLEX SITUATIONS
STRATEGIES FOR IMPROVING OS [ORGANIZATIONS]:
UNIVERSAL STRATEGY: UPGRADING MANAGEMENT TALENT; MANAGERS ARE SUPPOSED TO SEE THE BIG PICTURE
AND LOOK OUT FOR THE O’S WELL-BEING
IF PROBLEMS ARE TOO HARD TO SOLVE -> CONSULTANT IS THE SOLUTION (AT A HIGH PRICE FOR LITTLE
VALUE/SOLUTIONS)
» WHEN MANAGERS AND CONSULTANTS FAIL GOVERNMENT RESPONDS WITH LEGISLATION, POLICIES AND
REGULATIONS
FRAMING
= A MENTAL MODEL – A SET OF IDEAS AND ASSUMPTIONS – THAT YOU CARRY IN YOUR HEAD TO HELP YOU
UNDERSTAND AND NEGOTIATE A PARTICULAR “TERRITORY”
MANAGERS NEED TO DEVELOP AND CARRY “MAPS” IN THEIR HEADS
4 CHARACTERISTICS:
IT IS NONCONSCIOUS – YOU CAN DO IT W/OUT THINKING ABOUT IT AND KNOWING HOW YOU DID IT
IT IS FAST – PROCESS OCCURS ALMOST INSTANTLY
IT IS HOLISTIC – YOU SEE A COHERENT, MEANINGFUL PATTERN
RESULTS IN AFFECTIVE JUDGEMENTS – THOUGHT + FEELING WORK TOGETHER
» DIFFERENT CIRCUMSTANCES REQUIRE DIFFERENT APPROACHES
» GOAL IS FLUID EXPERTISE
