Book summary Written by Lee Bolman and Terrence Deal, the book, Reframing Organizations, entails a comprehensive approach to understanding organizational structures, management models, and applying such knowledge towards the achievement of company goals and objectives. All twenty-one chapters of the book make up six major parts, with each tackling a single concept divided into manageable sections to give the reader a better understanding of elements within each of the concepts. The first part of the book, making sense of organizations, takes up the first two chapters. In this part, the authors discuss some of the ways in which managers misinterpret situations in an organization, thus leading to disastrous outcomes and possible solutions to avoid such misunderstandings. This part of the book also discusses basic factors that complicate life in an organization due to elements such as ambiguity and unpredictability. The structural frame, which is the second part of the book, underscores how the social structure of a company functions. It discusses factors that managers should consider when developing such structures in accordance with an organization’s goals, duties, and unique environment. This part explains how the design of a social structure can affect the effectiveness of an organization’s operations. It also explores the need for restructuring according to necessity and development of teams. This three-chapter section covers the above concepts in comprehensive details using relatable examples. Part three of the book, the human resource frame , provides detailed information on the role of people as an independent entity in an organization. The authors explore the role of people in the formulation of organizational structures as well as the relationship between human nature and organizational structures. According to the authors, the aim of this topic is to create awareness for managers regarding the importance of relationships between the management and employees in fostering the success of a company, employee motivation, and networking. Part four of the book deals with the political aspect of organizations. This part of the book, the political frame, discusses matters concerning the individual interests of the management team with regard to ways in which such interests affect the success of a company. One of the examples that the authors give to explain this concept is the loss of the Challenger space shuttle. The authors discuss the dynamics that often surround decision-making processes in most organizations. They delve in matters such as policy formulation, negotiations, competition, ethics, and formation of networking. In the fifth part of the book, organizational symbols and culture , the authors explain the use of emblematic elements such as metaphors, rites, and observances as tools that enable members of a firm to recognize their roles. The authors also define organizational culture and the role that it plays in shaping the performance of employees and the management. They also discuss the effect of organizational culture in developing the reputation of a firm. The authors state that the development of an organization’s culture requires the collective effort of all