Fluent Essays

Research Question(s):How is Organizational Behavior impacted by leadership style (choose one (1) or more leadership theories/styles of interest to you)?Article Review:Provide a review of relevant scholarly articles that answer the research question(s). Keep in mind that you may have to alter the question wording in your searches in order to identify relevant works. It is important to look for key writers/researchers in the field, and prevailing theories and hypotheses. This article review should provide a foundation to answer the research question(s), but it is not meant to be an exhaustive review of all relevant literature – if you choose to pursue this topic later in your program, you will be able to use this information as a base to continue your secondary research. A review of 2-4 articles is appropriate for this section. (approx. 2.5 pages)Application: Develop practices that will help at least one of these types of leaders to navigate within the music industry. (approx. 1.5 pages)Submission Instructions:Submit your paper as a Word document.APA formatting, proper in-text citations, and references are required for all written submissions.Review the attached rubric before submitting.You will need to submit your paper to BOTH this assignment AND Turnitin separately. Turnitin is used to check for issues of plagiarism. Find the Turnitin Submission area directly below this assignment.Readings & ResourcesBolman, L.G., & Deal, T.E. (2017). Reframing Organizations. (6th ed.) San Francisco, Jossey-Bass.Chapter 9: Power, Conflict, and CoalitionChapter 10: The Manager as a PoliticianChapter 11: Organizations as Political Arenas and Political AgentsPart Four presents the key assumptions and issues associated with power, conflict, and ethics, while examining the organizational and individual roles in constructive politics.Optional Resources:The text below is only supplemental and the readings in this book are completely optional. This book is helpful if you have been away from the world of organizational behavior for a long time and need a refresher on terms, concepts, etc... These chapters parallel group and team behaviors and interactions, and then walk through various attributes of communication and leadership.Robbins, S. P., & Judge, T. A. (2018). Essentials of Organizational Behavior. (14th ed.). New York, Pearson.Chapter 9: Foundations of Group BehaviorChapter 10: Understanding Work TeamsChapter 11: CommunicationChapter 12: LeadershipChapter 13: Power and Politics bolman__lee_g.__deal__terrence_e___reframing_organizations___artistry__choice_and_leadership_jossey_bass___pfeiffer_imprints__2017_.pdf Unformatted Attachment Preview WEBFFIRS 05/26/2017 12:59:13 Page i REFRAMING ORGANIZATIONS WEBFFIRS 05/26/2017 12:59:13 Page ii Reframing Organizations, Sixth Edition is also available in WileyPLUS Learning Space—an interactive and collaborative learning environment that provides insight into learning strengths and weaknesses through a combination of dynamic and engaging course materials. With WileyPLUS Learning Space, students make deeper connections and get better grades by annotating course material and by collaborating with other students in the course. With WileyPLUS Learning Space, you will find: • A restructured digital text that features interactive content, videos, assignments, and social networking tools that enable interaction with instructors and encourage discussion between students • Interactive features include a gradable test bank, videos to engage students with differing organizational scenarios, interactive graphics, practice questions to reinforce key concepts, exercise assignments, and a Leadership Orientations Self-Assessment to help students understand the way they instinctively think about and approach leadership • The course also includes a full Instructor’s Manual, including chapter-by­ chapter teaching notes, lecture slides, sample syllabi, and other support materials For more information and to request a free trial, visit http://www.wiley.com//college/ sc/wpls/ An updated online Instructor’s Guide with lecture slides and a Your Leadership Orientations Self-Assessment is also available at http://eu.wiley.com/WileyCDA/ WileyTitle/productCd-1119281814.html WEBFFIRS 05/26/2017 12:59:13 Page iii 6 th Edition ARTISTRY, C H O I C E , AND LEADERSHIP REFRAMING ORGANIZATIONS L E E G. BO L M A N TERRENCE E. DEAL WEBFFIRS 05/26/2017 12:59:13 Page iv Cover art/image: © traffic_analyzer/Getty Images Cover design: Wiley Copyright  2017 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A John Wiley and Sons, Inc. imprint, Hoboken, New Jersey. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www. copyright.com. 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ISBN 9781119281818 (cloth); ISBN 9781119281825 (pbk.); ISBN 9781119281832 (ePDF); ISBN 9781119281849 (ePub) Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 WEBFFIRS 05/26/2017 12:59:13 Page v In Memory of Warren Bennis Exemplar, Mentor, and Friend With Appreciation for All He Gave Us WEBFFIRS 05/26/2017 12:59:13 Page vi WEBFTOC 05/26/2017 3:10:35 Page vii CONTENTS Preface Acknowledgments PART ONE ix xv Making Sense of Organizations 1 I ntrod uctio n: The Power o f Reframin g 2 Si mpl e I deas, Co m pl ex Org ani zation s PART TWO The Structural Frame 1 3 25 43 3 G ettin g Organi zed 45 4 Structure a nd Restru c tu ri ng 71 5 Organ izi ng Grou ps an d Tea ms 93 PART THREE The Human Resource Frame 113 6 P eopl e a nd Organ izati ons 115 7 I m provi ng Hu ma n R eso urce Man agemen t 135 8 I n t e r p e rs o n a l an d G r o u p D y n a m i c s 157 vii WEBFTOC 05/26/2017 3:10:35 Page viii PART FOUR 9 The Political Frame 179 Power, Con fl ict , and Co ali t i on 1 81 10 The Manager as Politician 2 01 11 O r g a n i z a t i o n s as Po l i t i c a l A r e n a s a n d P o l i t i c a l A g e nt s 2 17 PART FIVE The Symbolic Frame 235 12 O r gani z a t io na l S y m bol s an d C ul tu re 239 13 Cu ltu re in Acti on 2 65 14 Organization as Theater 2 79 PART SIX Improving Leadership Practice 15 I n t e g r a t i n g Fr a m e s f o r E ff e c t i v e Pr a c t ic e 297 16 R e f r a m i n g in Ac t i o n : O p p o r t u n i t i e s a n d P e r i l s 313 17 Re framing L eadership 3 25 18 Re frami ng Chan ge in O rg ani z atio ns 3 59 19 Re fr a m i ng Et hi c s and S pi ri t 385 20 Bri ng in g I t Al l Tog ether: Cha nge and L eadershi p i n Acti on 3 99 Epilogue: Artistry, Choice, and Leadership Appendix: The Best of Organizational Studies Bibliography The Authors Name Index Subject Index viii 295 Contents 419 423 427 467 469 481 WEBFPREF 05/26/2017 3:11:2 Page ix PREFACE T his is the sixth release of a work that began in 1984 as Modern Approaches to Understanding and Managing Organizations and became Reframing Organizations in 1991. We’re grateful to readers around the world who have told us that our books gave them ideas that make a difference—at work and elsewhere in their lives. It is again time for an update, and we’re gratified to be back by popular demand. Like everything else, organizations and their leadership challenges continue to evolve rapidly, and scholars are running hard to keep pace. This edition tries to capture the current frontiers of both knowledge and art. The four-frame model, with its view of organizations as factories, families, jungles, and temples, remains the book’s conceptual heart. But we have incorporated new research and revised our case examples extensively to keep up with the latest developments. We have updated a feature we inaugurated in the third edition: “Greatest Hits in Organization Studies.” These features offer pithy summaries of key ideas from the some of the most influential works in the scholarly literature (as indicated by a citation analysis, described in the Appendix at the end of the book). As a counterpoint to the scholarly works, we have also added occasional summaries of management bestsellers. Scholarly and professional litera­ ture often run on separate tracks, but the two streams together provide a fuller picture than either alone, and we have tried to capture the best of both in our work. Life in organizations has produced many stories and examples, and there is new material throughout the book. At the same time, we worked zealously to minimize bloat by tracking down and expunging every redundant sentence, marginal concept, or extraneous example. We’ve also tried to keep it fun. Collective life is an endless source of vivid examples as entertaining as they are instructive, and we’ve sprinkled them throughout the text. ix WEBFPREF 05/26/2017 3:11:2 Page x We apologize to anyone who finds that an old favorite fell to the cutting-room floor, but we hope readers will find the book an even clearer and more efficient read. As always, our primary audience is managers and leaders. We have tried to answer the question, what do we know about organizations and leadership that is genuinely relevant and useful to practitioners as well as scholars? We have worked to present a large, complex body of theory, research, and practice as clearly and simply as possible. We tried to avoid watering it down or presenting simplistic views of how to solve managerial problems. This is not a self-help book filled with ready-made answers. Our goal is to offer not solutions but powerful and provocative ways of thinking about opportunities and pitfalls. We continue to focus on both management and leadership. Leading and managing are different, but they’re equally important. The difference is nicely summarized in an aphorism from Bennis and Nanus: “Managers do things right. Leaders do the right thing.” If an organization is overmanaged but underled, it eventually loses any sense of spirit or purpose. A poorly managed organization with a strong, charismatic leader may soar briefly—only to crash shortly thereafter. Malpractice can be as damaging and unethical for managers and leaders as for physicians. Myopic managers or overzealous leaders usually harm more than just themselves. The challenges of today’s organizations require the objective perspective of managers as well as the brilliant flashes of vision that wise leadership provides. We need more people in managerial roles who can find simplicity and order amid organizational confusion and chaos. We need versatile and flexible leaders who are artists as well as analysts, who can reframe experience to discover new issues and possibilities. We need managers who love their work, their organizations, and the people whose lives they affect. We need leaders who appreciate management as a moral and ethical undertaking, and who combine hardheaded realism with passionate commitment to larger values and purposes. We hope to encourage and nurture such qualities and possibilities. As in the past, we have tried to produce a clear and readable synthesis and integration of the field’s major theoretical traditions. We concentrate mainly on organization theory’s implications for practice. We draw on examples from every sector and around the globe. Historically, organization studies has been divided into several intellectual camps, often isolated from one another. Works that seek to give a comprehensive overview of organiza­ tion theory and research often drown in social science jargon and abstraction and have little to say to practitioners. Works that strive to provide specific answers and tactics often offer advice that applies only under certain conditions. We try to find a balance between misleading oversimplification and mind-boggling complexity. x Preface WEBFPREF 05/26/2017 3:11:2 Page xi The bulk of work in organization studies has focused on the private or public or nonprofit sector but not all three. We think this is a mistake. Managers need to understand similarities and differences among all types of organizations. All three sectors increasingly interpenetrate one another. Federal, state and local governments create policy that shapes or intends to influence organizations of all types. When bad things happen new laws are promulgated. Public administrators who regulate airlines, nuclear power plants, or phar­ maceutical companies face the problem of “indirect management” every day. They struggle to influence the behavior of organizations over which they have very limited authority. Private firms need to manage relationships with multiple levels of government. The situation is even more complicated for managers in multinational companies coping with the subtleties of governments with very different systems and traditions. Around the world, voluntary and nongovernment organizations partner with business and govern­ ment to address major social and economic challenges. Across sectors and cultures, managers often harbor narrow, stereotypic conceptions of one another that impede effectiveness on all sides. We need common ground and a shared understanding that can help strengthen organizations in every sector. The dialogue between public and private, domestic and multinational organizations has become increasingly important. Because of their generic application, the four frames offer an ecumenical language for the exchange. Our work with a variety of organizations around the world has continually reinforced our confidence that the frames are relevant everywhere. Translations of the book into many languages, including Chinese, Dutch, French, Korean, Norwegian, Russian, Spanish, Swedish, and Turkish, provide ample evidence that this is so. Political and symbolic issues, for example, are universally important, even though the specifics vary greatly from one country or culture to another. The idea of reframing continues to be a central theme. Throughout the book, we show how the same situation can be viewed in at least four unique ways. In Part VI, we include a series of chapters on reframing critical organizational issues such as leadership, change, and ethics. Two chapters are specifically devoted to reframing real-life situations. We also continue to emphasize artistry. Overemphasizing the rational and technical side of an organization often contributes to its decline or demise. Our counterbalance emphasizes the importance of art in both management and leadership. Artistry is neither exact nor precise; the artist interprets experience, expressing it in forms that can be felt, understood, and appreciated. Art fosters emotion, subtlety, and ambiguity. An artist represents the world to give us a deeper understanding of what is and what might be. In modern organizations, quality, commitment, and creativity are highly valued but often Preface xi WEBFPREF 05/26/2017 3:11:2 Page xii hard to find. They can be developed and encouraged by leaders or managers who embrace the expressive side of their work. OUTLINE OF THE BOOK As its title implies, the first part of the book, “Making Sense of Organizations,” focuses on sense-making and tackles a perplexing question about management: Why is it that smart people so often do dumb things? Chapter 1, “The Power of Reframing,” explains why: Managers often misread situations. They have not learned how to use multiple lenses to get a better sense of what they’re up against and what they might do. Chapter 2, “Simple Ideas, Complex Organizations,” uses well-known cases (such as 9/11) to show how managers’ everyday thinking and theories can lead to catastrophe. We explain basic factors that make organizational life complicated, ambiguous, and unpredictable; discuss common fallacies in managerial thinking; and spell out criteria for more effective approaches to diagnosis and action. Part II, “The Structural Frame,” explores the key role that social architecture plays in the functioning of organizations. Chapter 3, “Getting Organized,” describes basic issues that managers must consider in designing structure to fit an organization’s strategies, tasks, and context. It demonstrates why organizations—from Amazon to McDonald’s to Harvard University—need different structures in order to be effective in their unique environments. Chapter 4, “Structure and Restructuring,” explains major structural pathologies and pitfalls. It presents guidelines for aligning structures to situations, along with cases illustrating successful structural change. Chapter 5, “Organizing Groups and Teams,” shows that structure is a key to high-performing teams. Part III, “The Human Resource Frame,” explores the properties of both people and organizations, and what happens when the two intersect. Chapter 6, “People and Organi­ zations,” focuses on the relationship between organizations and human nature. It shows how managers’ practices and assumptions about people can lead either to alienation and hostility or to commitment and high motivation. It contrasts two strategies for achieving effectiveness: “lean and mean,” or investing in people. Chapter 7, “Improving Human Resource Management,” is an overview of practices that build a more motivated and committed workforce—including participative management, job enrichment, self-manag­ ing workgroups, management of diversity, and organization development. Chapter 8, “Interpersonal and Group Dynamics,” presents an example of interpersonal conflict to illustrate how managers can enhance or undermine relationships. It also discusses emo­ tional intelligence and how group members can increase their effectiveness by attending to xii Preface WEBFPREF 05/26/2017 3:11:2 Page xiii group process, including informal norms and roles, interpersonal conflict, leadership, and decision making. Part IV, “The Political Frame,” views organizations as arenas. Individuals and groups compete to achieve their parochial interests in a world of conflicting viewpoints, scarce resources, and struggles for power. Chapter 9, “Power, Conflict, and Coalition,” analyzes the tragic loss of the space shuttles Columbia and Challenger, illustrating the influence of political dynamics in decision making. It shows how scarcity and diversity lead to conflict, bargaining, and games of power; the chapter also distinguishes constructive and destructive political dynamics. Chapter 10, “The Manager as Politician,” uses leadership examples from a nonprofit organization in India and a software development effort at Microsoft to illustrate basic skills of the constructive politician: diagnosing political realities, setting agendas, building networks, negotiating, and making choices that are both effective and ethical. Chapter 11, “Organizations as Political Arenas and Political Agents,” highlights organizations as both arenas for political contests and political actors influencing broader social, political, and economic trends. Case examples such as Walmart and Ross Johnson explore political dynamics both inside and outside organizations. Part V explores the symbolic frame. Chapter 12, “Organizational Symbols and Culture,” spells out basic symbolic elements in organizations: myths, heroes, metaphors, stories, humor, play, rituals, and ceremonies. It defines organizational culture and shows its central role in shaping performance. The power of symbol and culture is illustrated in cases as diverse as the U.S. Congress, Nordstrom department stores, the U.S. Air Force, Zappos, and a unique horse race in Italy. Chapter 13, “Culture in Action,” uses the case of a computer development team to show what leaders and group members can do collectively to build a culture that bonds people in pursuit of a shared mission. Initiation rituals, specialized language, group stories, humor and play, and ceremonies all combine to transform diverse individuals into a cohesive team with purpose, spirit, and soul. Chapter 14, “Organization as Theater,” draws on dramaturgical and institutional theory to reveal how organizational structures, activities, and events serve as secular dramas, expressing our fears and joys, arousing our emotions, and kindling our spirit. It also shows how organizational structures and processes—such as planning, evaluation, and decision making—are often more important for what they express than for what they accomplish. Part VI, “Improving Leadership Practice,” focuses on the implications of the frames for central issues in managerial practice, including leadership, change, and ethics. Chap ... Purchase answer to see full attachment