Through this paper I will identify the political and symbolic frame elements that are incorporated in the given scenario of The Case of Chris Cunningham. I understand that the political frame of an organization focuses on strategies and tactics. This organizational frame is important because of its exceptional understanding of authority and the essential order of power that is used to make conflicting resolutions. It displays whatever contributes to conflicts in the organization and how they are solved within the group with opposing concerns. This frame can form coalitions among the organization by creating innovation out of its conflict. This frame portrays an organization as being jungles, contests, or arenas. In this scenario I can see …show more content…
It is my understanding that this will enable her to regain her authority and order of power so that the company can move forward and eliminate the conflict that is presently surfacing. It is here where it is also seems clear to me that Chris needs to take part of the coalition by respecting what the other employees are suggesting and by following the policies and procedures that become written and for him along with having him follow the chain of command within the organization. He needs to honor the authority and order of power that Elizabeth is entitled to by not only being the owner of Stover Industries but by being his boss as …show more content…
It is also important for the organization to have a primary leader for the group along with having an executive council or an alternative representation of the company who will incorporate input when discussing tough circumstances and disputable resolutions. This is where I believe that Elizabeth needs to find someone who has leadership power to direct the sales department. This person needs to be able to negotiate and work with others. If Chris would get this position he would need to quit being a trouble maker and start to become balanced and organized so that the sales team would work together to reach their goals. He would need to incorporate everyone’s desires and needs in order to create a set of agreeable goals for the whole group to minimize con-flicting concerns. However, the group goals might not be the prime agenda for every member. There are times where the individual goal or interest takes priority mainly when assuming a position of
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Our four-frame analysis (Figure 3 above) reveals that TM, like any other modern large corporation, places heavy emphasis on the structural frame. Other frame elements are also present, for example, career development and training programmes are evidence of HR frame use, as well as deployment of a re-branding exercise and other symbolic rituals to provide symbolic frame elements. We may also make inferences that the political frame is also in play from agenda-setting, ambiguity and uncertainty caused by the rationalization and reorganization leading to scarcity of resources and internal conflict, and signing of a collective agreement to denote bargaining and negotiation.
In asking the consulting firm for assistance, President Paul Willard stated that the main issue within the organization was a “power struggle between people and departments.” This is precisely where the issues in both the sales and production departments are stemming from. After analyzing the situation, several issues can be pointed out in the sales department, the first being the leadership style of sales executive vice-president Ernie Lane, the second being the dramatic shift in the work force, and the third being the lack of motivation and compensation to maintain morale, satisfaction, and productivity. Most importantly, all the problems are
To be perfectly honest, the organization would not have room schedule-wise to really kick back and watch out which of their representatives has that next huge thought, or which of the workers is not working as indicated by their gifts and assets. In this way, it is best that an organization have a self-named coach who remembers these things and talks about them at the fitting time.
The founders hired a CEO to continue guiding the company on the path towards success but realized too late that they overlooked an important component. The CEO lacked the character and traits needed to positively develop and lead the company and its people. After facing a major decline in customer service and an uptick in employee turnover, The Home Depot realized that it needed to resort back to the basic guiding principles. They must choose a leader that buys into the same vision and philosophy that the company was built upon. The leader must behold the same values that were cherished by the founders and must be willing to invest in nurturing the culture, the associates and customers.
Similarly, in a case like this, divisions amongst leadership are also necessary in order to run an effective team. It would be near to impossible to prepare such a big group together at once under the oversight of one sole figure of authority. When I asked Craft about his thoughts on the division of leadership he responded with ,
To remind people in an organization why they belong takes continued focus on a common goal or common belief. By having one main function, a group is generally more effective than if everyone has different ideas and outlooks on specific topics. However, to keep everyone on the same page, the members of a group need to accurately know where they stand in reference to their goal. One way to do this is through social facilitation. This is the concern of self image through the presence of other people. It's a concept that allows members to know the acceptable opinions of the group. Someone who agrees to the ideas set out from the organization. "Group polarization is the concept of changing personal opinions to extremities after a group discussion.(Johnson 13)" This concept eliminates members who aren't sure what they think of the group's purpose. They decide that either they agree completely or they disagree completely. Either way it means they decide if they are in or out after the group discussion. A common goal is one way to distinguish and separate the devoted members from the questionable individuals in a group.
The Structural frame, if implemented, can encourage a more focused based leadership presence that delegates the roles and responsibilities of their workforce with confidence. Additionally, as Bolman and Deal (2017) describe, the structural perspective can help with this delegation, as well as, help maintain strategic focus through six possible assumptions. (1) The structural frame can help with the development and prioritization of strategies that assist with the completion of organizational goals and objectives. (2) The structural frame can increase performance through appropriate divisions of labor.
The political frame relies on the assumption that organizations are alliances of unique people and interest groups. The people are unique due to their different views of the world, their morals, faith and activities and the information they have given these characteristics. The political frame also assumes that all key decisions arise from the need to allocate scarce resources such as time, money and information. These scarce resources and differences amongst people are what make conflict the core of organizational dynamics and make power such a crucial asset. Finally, the political frame assumes that all objectives and conclusions are e...
The group existence is to serve a specific limited purpose involving the members. The primary group function may be the provision of food, shelter and clothing. The secondary group purpose is to fulfil a specific goal. Primary groups are judged by the satisfying human response they supply, secondary groups are judged by their ability to perform a task or achieve a particular goal. Primary groups are relationship oriented, while secondary groups are more of a goal oriented group.
Leaders will often separate in-group and out-group members based on similarities of the group member and the leader. Other characteristics that can play into it are age, gender, or even a member’s personality. A member can be granted in-group status if the leader thinks the member is competent and is going above and beyond to perform the job functions. As mentioned the two groups that members can fall into are in-group and out-group. In-group members are those that share similarities with the leader. Those similarities can be personality, work ethic, common interests, or even alma maters. In-group members often go above and beyond their job description and the leader does more for these members. In-group members will have their opinions and work ideas looked at in higher regard than out-group members. In-group members typically have higher job satisfaction within the group and are less likely to experience turnover. In-group members are often promoted within the organization f...
They story taught us teamwork, togetherness, love, respect, loyalty, and most of all commitment. In the workplace those are essential keys to keep the business thriving. Challenges for Cayden can seem undefeatable alone, but together they can accomplish anything. In a workplace, a team divided will only tear the business down but a team united can make extraordinary things happen. You can’t expect for your business to operate smoothly if your team is not on board or committed to the goal of the company. Your business will fail if upper management doesn’t display teamwork and empowerment to the team to keep them thriving. For example, I am currently on light duty at work from a car accident I was in on May 6 of this year. However, the person above me constantly tries to make me disobey doctor’s orders. We bump heads almost every day because I refuse to go over my limitations. In result, that’s causing the leadership team to swift apart which will impact our associates. However she should be picking up the slack and encouraging the team to stay focus on our goals and expectations. Working together versus apart can be
Organisational change can arise due to a change in strategy and this begins with examining capabilities and the internal environment. This is portrayed in the Strategy diamond. Firstly through arenas the organisation can plan where they will be active in and which part to place most emphasis on for example technologies or value creation strategies. Only after determining this can they implement a positive change, leading to the next element, vehicles to get them where they need to be such as alliances. This can lead to change in management along with strategic partnerships, and the way managers transition to this change will determine if the strategy impacts on the overall organisation in a way that reinforces its purpose and goals. Partnerships indicate how an organisation can strengthen its capabilities by merging with businesses who possess the skills they lack. (Carpenter et al. 2010)