Терренс Е. Дил — новинки

Подобно серфингистам лидеры мчатся на волнах перемен. Если они выдвинутся слишком далеко вперед, то будут раздавлены. Если отстанут, станут ненужными. Чтобы поймать волну, руководителям необходимо видеть свою организацию со всех сторон одновременно: как фабрику (структурный подход), семью (линза человеческих ресурсов), джунгли (политический взгляд) и храм (символический фрейм). Умение осуществлять рефрейминг, то есть менять точку зрения, - жизненно важно для современных лидеров. Способность видеть новые варианты и создавать новые возможности позволяет открывать альтернативы, когда выбор кажется жестко ограниченным, находить надежду…

The Wizard and the Warrior gives leaders the insight and courage they need to take risks on behalf of values they cherish and the people they guide. Great leaders must act both as wizard, calling on imagination, creativity, meaning, and

В своей популярной классической работе Ли Болмэн и Терренс Дил учат пользоваться могущественным инструментом рефрейминга. Взяв лучшее из литературы по организациям, авторы развили всеобъемлющий подход, позволяющий оценивать ситуации с разных

A reissue of the classic best-seller that coined the term "corporate culture" In the early 1980s, Terry Deal and Allan Kennedy launched a new field of inquiry and practice with the publication of their landmark book, Corporate Cultures, in which

The authors of the hugely influential Corporate Cultures reunite to assess the effects of the last two decades of management trends and to offer new strategies for achieving corporate renewal.

AN ELEGANT FRAMEWORK FOR MORE EFFECTIVE LEADERSHIP Bolman and Deal’s four-frame model has been transforming business leadership for over 40 years. Using a multidisciplinary approach to management, this deceptively simple model offers a powerful set of tools for navigating complexity and turbulence; as the political and economic climate continues to evolve, this model has never been more relevant than today.  The Structural Frame  explores the convergence of organizational structure and function, and shows why social architecture must take environment into account. Case studies illustrate successful alignment in diverse organizations, and guidelines provide strategic insight for avoiding common pathologies and achieving the right fit. The Human Resource Frame  dissects the complex dynamics at the intersection of people and organizations and charts the leadership and human resource practices that build motivation and high performance.  The Political Frame  shows how competition, conflict, and the struggle for power and resources can be either a tool for growth or a toxic landmine for an individual or organization. Case studies show how both constructive and destructive practices influence social, political, and economic trends both within and beyond organizational boundaries. The Symbolic Frame  defines organizational culture, and delves into the emotional and existential underbelly of social life. It underscores the power of symbolic forms such as heroes, myths, and rituals in providing the glue that bonds social collectives together.  The  Seventh Edition  has been updated with new information on cross-sector collaboration, generational differences, virtual environments, globalization, cross-cultural communication, and more, with an expanded Instructor’s Guide that includes summaries, mini-assessments, videos, and extra resources.

Set aside trends to focus on the fundamentals of great leadership Reframing Organizations provides time-tested guidance for more effective organizational leadership. Rooted in decades of social science research across multiple disciplines, Bolman and Deal's four-frame model has continued to evolve since its conception over 25 years ago; this new sixth edition has been updated to include coverage of cross-sector collaboration, generational differences, virtual environments, globalization, sustainability, and communication across cultures. The Instructor's guide has been expanded to provide additional tools for the classroom, including chapter summary tip sheets, mini-assessments, Bolman & Deal podcasts, and more. These recent revisions reflect the intersection of reader recommendations and the current leadership environment, resulting in a renewed practicality and even greater alignment with everyday application. Combining the latest research from organizational theory, organizational behavior, psychology, sociology, political science and more, the model detailed here provides real guidance for real leaders. Guide, motivate, and inspire your team's best performance as you learn to: Optimize group, team, and organizational structure Build a positive, collaborative dynamic across generations, teams, and sectors Understand power and conflict amidst the internal and external political landscape Shape your organization's culture and build a cohesive sense of spirit Bolman and Deal's four-frame model has withstood the test of time because it offers an accessible, compact, and powerful set of ideas for navigating complexity and turbulence. In today's business climate, leadership trends come and go; today's flash in the pan is tomorrow's obsolete strategy, but a leadership framework built on a solid foundation will serve your organization well no matter what the future holds. Reframing Organizations provides clear guidance and up-to-date insight for anyone facing the challenges of contemporary leadership.

The most trusted guide to school culture, updated with current challenges and new solutions Shaping School Culture is the classic guide to exceptional school leadership, featuring concrete guidance on influencing the subtle symbolic features of schools that provide meaning, belief, and faith. Written by renowned experts in the area of school culture, this book tackles the increasing challenges facing public schools and provides clear, candid suggestions for more effective symbolic leadership. This new third edition has been revised to reflect the reality of schools today, including the increased emphasis on high-stakes testing, federal reforms such as No Child Left Behind (NCLB) and Every Student Succeeds Act (ESSA), state sponsored improvement programs, and other major issues that impact organizational culture and the role of school leaders. Each chapter features new examples and cases that illustrate persistent problems, spelling out key cultural implications and offering concrete examples of overcoming the challenges while maintaining a meaningful learning environment. The chapter on toxic schools continues to provide the field's most trusted advice on navigating this rocky terrain, and the discussion's focus on how to manage negativity remains especially integral to besieged school administrators across the U.S. Recent years have jolted the nation's school system with a number of new developments that spell problems for the cultural tapestry of schools. This book provides expert perspective and sage, doable advice for administrators tending to external pressures while sustaining?or evolving?a more positive school culture. Navigate new challenges including Every Student Succeeds Act (ESSA) and waning confidence and faith Turn around a toxic school culture with confidence and success Foster a culture of passion, purpose, and meaning Adopt a more active form of symbolic leadership to support students, faculty, staff, parents, and community Test scores as the primary metric, relentless reforms, waning public support, and timid initiatives wrapped in bureaucratic packaging: while among the most prominent issues administrators face are only the tip of the iceberg. Shaping School Culture charts a route through competing pressures to help educational leaders hew a positive learning environment for schools.

The Shaping School Culture Fieldbook provides a variety of sources of information, inspiration, and suggestions and includes more than forty field-tested exercises. Each chapter begins with a discussion of the features of culture and the symbolic roles of leaders and is followed by a set of examples that clearly illustrate the ideas. The book is filled with activities. Many are specifically designed as group activities with suggestions for how to organize the session, while others are meant to stimulate reflection and are often posed as questions. Most of the activities are designed be to used in a group setting and the questions provided in the chapters can become topics for dialogue or group brainstorming. This wonderful resource will help school leaders learn how to understand, assess, and transform their school culture for ongoing success.

When the bestselling books Shaping School Culture and The Shaping School Culture Fieldbook were first published, Kent D. Peterson and Terrence E. Deal described the critical elements of school culture—the purposes, traditions, norms, and values that guide and glue the community together. The authors showed how a positive culture makes school reform work and the companion Fieldbook included the tools needed to bring out the best in students, teachers, and the surrounding community In today's complex educational environment, new challenges have surfaced for school leaders who must grapple with issues of standards-based testing, school accountability, and student achievement. The second edition of The Shaping School Culture Fieldbook offers a companion to the newly revised edition of Shaping School Culture and includes an expanded version of Peterson and Deal's time-tested model to address the latest thinking on school culture and change. The Fieldbook offers a wealth of new ideas and approaches and includes new material on «toxic» environments with specific action plans. In addition, the book contains powerful new case examples for revitalizing school culture. The Shaping School Culture Fieldbook draws on the authors' extensive research and nationwide school contacts and includes hands-on strategies and exercises for helping school leaders: Uncover a school's hidden values, beliefs, and assumptions Think through and develop a school's mission and purpose Work out appropriate stories, metaphors, and symbols to represent a school Devise rituals and ceremonies for enriching the school experience Rethink leadership practices in light of educational and cultural needs Identify, transform, and heal a «toxic» educational culture This important resource will help school leaders understand, assess, and transform school culture for organizational success.

Эта книга, ставшая классикой в области менеджмента и лидерства, предлагает руководителям по-новому проанализировать жизнь организаций, глядя на них через несколько окон. Авторы выделяют четыре окна, которые называют фреймами: структурным, политическим, человеческих ресурсов и символическим. Фреймы позволяют представить рабочие ситуации в разных ракурсах, собрать информацию, составить суждение и предпринять необходимые действия. С момента первого выхода книги в свет в 1984 г. многое изменилось, поэтому авторы, сохранив четырехфреймовую модель в качестве концептуального ядра, значительно обновили ее, дополнили примерами из современной управленческой практики и сделали более понятной.
Аудиокнига адресована менеджерам, консультантам, тем, кто принимает решения, а также всем, кому интересны вопросы менеджмента и лидерства.
Цитата
Критик однажды заметил Сезанну: «Это совсем не похоже на закат». Глядя на свою картину, Сезанн ответил: «Значит, вы не видите закаты так же, как я». Подобно Сезанну, лидерам нужно находить новые углы зрения на вещи.
О чем аудиокнига
Подобно серфингистам лидеры мчатся на волнах перемен. Если они выдвинутся слишком далеко вперед, то будут раздавлены. Если отстанут, станут ненужными. Руководителям необходимо видеть организацию одновременно как фабрику (структурный подход), семью (линза человеческих ресурсов), джунгли (политический взгляд) и храм (символический фрейм).
Умение осуществлять рефрейминг, то есть менять точку зрения, – жизненно важно для современных лидеров. Способность видеть новые варианты и создавать новые возможности позволяет открывать альтернативы, когда выбор кажется жестко ограниченным, находить надежду посреди хаоса и неуверенности, генерировать новые стратегии и успешно претворять их в жизнь.
Почему аудиокнига достойна прослушивания
• Предложенные в аудиокниге фреймы можно использовать в качестве сценариев, чтобы принимать обдуманные решения и находить выход из самых, казалось бы, безвыходных ситуаций.
• В аудиокниге приводятся данные современных исследований организаций и лидерства, а также множество примеров решения организационных проблем в таких организациях, как eBay, Enron, Harley-Davidson, Kodak, Federal Express, HP, Coca Cola, NASA и многих других.
• Прослушав эту аудиокнигу, слушатель составит представление об основных идеях самых значимых книг по менеджменту и лидерству последних 30 лет.
Авторы
Ли Болмэн возглавляет кафедру лидерства в Школе бизнеса и государственного управления Блоха, Университет Миссури. Получил степень доктора философии в области административных наук в Йельском университете.
Терренс Дил вышел в отставку как профессор Педагогической школы Россиера в Университете Южной Калифорнии. Получил степень доктора философии по педагогике и социологии в Стэнфордском университете. Автор множества книг и статей, посвященных организациям, изменениям и лидерству.
Трек
102 Предисловие
103 Структура аудиокниги
Часть первая. Логика организаций
104 Глава 1. Введение. Сила рефрейминга
105 Достоинства и недостатки организованной деятельности
106 Фрейминг
107 Четыре фрейма
108 Многофреймовое мышление
109 Глава 2. Простые идеи, сложные организации
110 Величайшие хиты организационных исследований. Хит № 10
111 Свойства организаций
112 Организационное обучение
113 Понимание того, что происходит
Часть вторая. Структурный фрейм
114 Глава 3. Как стать организованным
115 Истоки структурного метода
116 Основные структурные противоречия
117 Горизонтальная координация
118 McDonald’s и Гарвард: непохожая парочка
119 Стратегия и цели
120 Глава 4. Структура и реструктурирование
121 Величайшие хиты организационных исследований. Хит № 5
122 Профессиональная бюрократия
123 Типичные вопросы реструктурирования
124 Бэкофис Citibank
125 Глава 5. Организация групп и команд
126 Работа в команде и взаимозависимость
127 Структура команды и наивысшая результативность
Часть третья. Фрейм человеческих ресурсов
128 Глава 6. Люди и организации
129 Потребности людей
130 Личность и организация
131 Человечески

The best leaders use multiple frames to view common challenges and to solve the most difficult problems. A series of dialogues between a novice and a master teacher, and between a new and a seasoned principal demonstrate how framing?and then