Book Summary REFRAMING ORGANIZATIONS LEE G. BOLMAN 7TH EDITION + Test bank + core concepts + 2000 word fast-reading summary
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CPO - Certified Professional Organizer
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CPO - Certified Professional Organizer
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Reframing Organizations
I love this summary as you have a choice: the longer or shorter 2000 word summary, reading time 15 minutes. The whole book is summarized. You'll know everything you need to know with an added test bank with answers and the most important core concepts explained. 7th edition 2021.
+ 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
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