The first module introduced us to the current issues and problems Pacifine was facing by exploring their past and present organizational charts. According to Bolman and Deal in Reframing Organizations, the Structural Frame’s premise is outlined as: (1) Organizations exist to achieve established goals and objectives, (2) Organizations increase efficiency and enhance performance through specialization and appropriate division of labor, (3) Organizations work best when rationality prevails over personal agendas and extraneous pressures, (4) Effective structures fit an organization’s current circumstances, and (5) Troubles arise and performance suffers from structural deficits.
According to the text, an organizations structure is the “sanctioned expectations and exchanges” among internal players like executives, managers, and employees and external constituents such as customers, competitors, and regulating agencies. Two issues arise when considering structural design: (1) How to allocate work and (2) How to coordinate...
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...es advantages, but also comes with certain weaknesses. The structural frame ignores outsiders, the human resource frame can over emphasize growth and collaboration, the political frame breeds mistrust, and the symbolic frame could be viewed as a bandage to cover real problems.
The criteria on deciding which frame to use include assessing: 1) Are commitment and motivation essential to success? 2) Are ambiguity and uncertainty high? 3) Are conflict and scarce resources significant? and 4) Are you working from the bottom up? We also have to keep in perspective that it is not all about choosing the correct frame, but using all of them to get a full picture. Using a wide lens to take a look at picture using all frames is what promotes leadership. Single frame leaders will fail, but good leaders will take multiple looks at the situation to find the best frame to apply.
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