REFRAMING ORGANIZATIONS - BOOK SUMMARY

REFRAMING ORGANIZATIONS - BOOK SUMMARY

LEE G. BOLMAN

7 TH

EDITION 2021

9781119855125 

+ 67 COMMON TEST BANK QUESTIONS AND ANSWERS

+ 55 MOST IMPORTANT CORE CONCEPTS EXPLAINED

+ 2000-WORD SUMMARY - FAST READING 15 MINUTES 1 / 4

Contents Chapter 1...............................................................................................................................................................................4 How do bright people turn out so dim?.........................................................................................................................4 Strategies for improving Os [Organizations]:.................................................................................................................4 Framing..........................................................................................................................................................................4 Reframing......................................................................................................................................................................5 Four Frames:..................................................................................................................................................................5 Multi-frame thinking......................................................................................................................................................6 Chapter 2 – Simple Ideas, Complex Organizations.................................................................................................................6 Peculiarities of Organizations.........................................................................................................................................8 Organizational Learning.................................................................................................................................................8 Making Sense of What’s Going On.................................................................................................................................9 Impact of Mental Models.............................................................................................................................................10 P2 The Structural Frame......................................................................................................................................................11 Getting Organized........................................................................................................................................................11 Structure Dilemmas.....................................................................................................................................................18 Structural Configurations.............................................................................................................................................19 GENERIC ISSUES IN RESTRUCTURING...............................................................................................................................22 Why Restructure?........................................................................................................................................................22 Organizing Groups and Teams.............................................................................................................................................24 TASKS AND LINKAGES IN SMALL GROUPS........................................................................................................................24 TEAMWORK OR INTERDEPENDENCE...............................................................................................................................26 DETERMINANTS OF SUCCESSFUL TEAMWORK................................................................................................................27 SELF-MANAGING TEAMS.................................................................................................................................................28 Chapter 6 - People and Organizations.................................................................................................................................28 HUMAN RESOURCE ASSUMPTIONS.................................................................................................................................28 WORK AND MOTIVATION................................................................................................................................................29 HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT...............................................................................31 Chapter 7 - Improving Human Resource Management........................................................................................................33 GETTING IT RIGHT............................................................................................................................................................33 TRAINING AND ORGANIZATION DEVELOPMENT.............................................................................................................36 Chapter 8 - Interpersonal and Group Dynamics...................................................................................................................37 Interpersonal Dynamics...............................................................................................................................................37 Argyris and Schön’s Theories for Action.......................................................................................................................38 Management Styles.....................................................................................................................................................40 Groups and Teams in Os..............................................................................................................................................41 Leadership and Decision Making in Groups.................................................................................................................42 Chapter 9 - The Political Frame............................................................................................................................................43 2 / 4

POLITICAL ASSUMPTIONS................................................................................................................................................43 ORGANIZATIONS AS COALITIONS.....................................................................................................................................43 POWER AND DECISION MAKING......................................................................................................................................44 CONFLICT IN ORGANIZATIONS.........................................................................................................................................46 Chapter 10 - The Manager as Politician...............................................................................................................................47 POLITICAL SKILLS..............................................................................................................................................................47 MORALITY AND POLITICS.................................................................................................................................................50 Chapter 11 - Organizations as Political Arenas and Political Agents....................................................................................51 ORGANIZATIONS AS ARENAS...........................................................................................................................................51 ORGANIZATIONS AS POLITICAL AGENTS..........................................................................................................................52 POLITICAL DYNAMICS OF ECOSYSTEMS...........................................................................................................................52 The Symbolic Frame.............................................................................................................................................................54 Chapter 12 - Organizational Symbols and Culture...............................................................................................................54 SYMBOLIC ASSUMPTIONS................................................................................................................................................54 ORGANIZATIONAL SYMBOLS............................................................................................................................................55 Chapter 13 - Culture in Action.............................................................................................................................................56 Chapter 14 - Organizations as Theater.................................................................................................................................57 DRAMATURGICAL AND INSTITUTIONAL THEORY.............................................................................................................57 ORGANIZATIONAL STRUCTURE AS THEATER....................................................................................................................58 67 common test bank questions and answers.................................................................................................................59 Part 1: The Four Frames of Organizations........................................................................................................................59 Part 2: Structural Frame...................................................................................................................................................59 Part 3: Human Resource Frame.......................................................................................................................................60 Part 4: Political Frame......................................................................................................................................................60 Part 5: Symbolic Frame....................................................................................................................................................60 Part 6: Integrating the Frames.........................................................................................................................................61 Part 7: Case Studies and Practical Applications................................................................................................................61 55 most important core concepts explained.......................................................................................................................65 2000-word summary key themes and concepts - fast reading 15 minutes..........................................................................68 3 / 4

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?

• 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

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