1  COVER

      2  TITLE PAGE

      3  COPYRIGHT

      4  PREFACE OUTLINE OF THE BOOK

      5  ACKNOWLEDGMENTS

      6  PART ONE: Making Sense of Organizations Chapter 1: Introduction VIRTUES AND DRAWBACKS OF ORGANIZED ACTIVITY FRAMING CONCLUSION Notes Chapter 2: Simple Ideas, Complex Organizations COMMON FALLACIES IN EXPLAININGORGANIZATIONAL PROBLEMS PECULIARITIES OF ORGANIZATIONS ORGANIZATIONAL LEARNING MAKING SENSE OF AMBIGUITY AND COMPLEXITY CONCLUSION Note

      7  PART TWO: The Structural Frame Chapter 3: Getting Organized STRUCTURAL ASSUMPTIONS STRATEGY STRUCTURAL FORMS AND FUNCTIONS VERTICAL COORDINATION LATERAL COORDINATION DESIGNING A STRUCTURE THAT WORKS CONCLUSION Chapter 4: Structure and Restructuring STRUCTURAL DILEMMAS STRUCTURAL CONFIGURATIONS GENERIC ISSUES IN RESTRUCTURING WHY RESTRUCTURE? MAKING RESTRUCTURING WORK: TWO CASE EXAMPLES CONCLUSION Chapter 5: Organizing Groups and Teams TASKS AND LINKAGES IN SMALL GROUPS TEAMWORK AND INTERDEPENDENCE DETERMINANTS OF SUCCESSFUL TEAMWORK TEAM STRUCTURE AND TOP PERFORMANCE SELF‐MANAGING TEAMS: STRUCTURE OF THE FUTURE? CONCLUSION

      8  PART THREE: The Human Resource Frame Chapter 6: People and Organizations HUMAN RESOURCE ASSUMPTIONS WORK AND MOTIVATION: A BRIEF TOUR HUMAN CAPACITY AND THE CHANGING EMPLOYMENT CONTRACT CONCLUSION Note Chapter 7: Improving Human Resource Management GETTING IT RIGHT GETTING THERE: TRAINING AND ORGANIZATION DEVELOPMENT CONCLUSION Note Chapter 8: Interpersonal and Group Dynamics INTERPERSONAL DYNAMICS MANAGEMENT STYLES GROUPS AND TEAMS IN ORGANIZATIONS CONCLUSION

      9  PART FOUR: The Political Frame Chapter 9: Power, Conflict, and Coalition POLITICAL ASSUMPTIONS ORGANIZATIONS AS COALITIONS POWER AND DECISION MAKING CONFLICT IN ORGANIZATIONS MORAL MAZES: THE POLITICS OF GETTING AHEAD CONCLUSION Note Chapter 10: The Manager as Politician POLITICAL SKILLS MORALITY AND POLITICS CONCLUSION Chapter 11: Organizations as Political Arenas and Political Agents ORGANIZATIONS AS ARENAS ORGANIZATIONS