Management & Leadership, Organizational Change, Structural Adjustment, Occupational & Organizational, Business & Finance, Psychology 

Part 1: Making sense of organizations -- Introduction: The power of reframing -- Simple ideas, complex organizations -- Part 2: The structural frame -- Getting organized -- Structuring and restructuring -- Organizing groups and teams -- Part 3: The human resource frame -- People and organizations -- Interpersonal and group dynamics -- Improving human resource management -- Part 4: The political frame -- Power, conflict, and coalitions -- The manager as politician -- Organizations as political arenas and political tools -- Part 5: The symbolic frame -- Organizational culture and symbols -- The organization as theater -- Organizational culture in action -- Part 6: Improving leadership practice -- Integrating organizational theories -- Integrating frames for effective practice -- Choosing a frame: the power of scenarios -- Reframing change: training and realignment -- Reframing change: conflict and loss -- Reframing leadership -- Leaders as architects and catalysts -- Leaders as advocates and prophets -- Epilogue: artistry, choice, and leadership. 

This best-selling classic explains how managers can use the powerful tool of "reframing"--Looking at situations from a variety of vantage points--to build high-performance organizations. It consolidates key findings from organization theory into four practical perspectives. Free instructor's manual is available upon request on university or corporate letterhead. Specify course title and enrollment. 

Includes bibliographical references (pages 453-480) and indexes.