The Importance Of Motivation Within Each Frame

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Motivation within Each Frame Bolman and Gallos (2011) expand upon the definitions and characteristics provided earlier by Bolman and Deal (2008) to address effective and ineffective ways administrators use characteristics from each model to motivate, or in some instances, demotivate their faculty and staff. Following is a depiction of how Bolman and Gallos (2011) suggest using each model to effectively motivate and focus campus efforts. The structural frame. Bolman and Gallos (2011) indicate that leaders who follow the structural model should actively work to construct their own efforts to be effective administrators, assemble their organizations properly to fairly divide campus responsibilities and coordinate efforts, and organize transformational processes to “keep the trains running on time” (p. 63). Important in this progression is the inclusion of the three Ps, which are the patience to wait as changes progress, persistence to continue efforts even when other issues arise, and process, which refers to implementing the transformative change in a way that appeals to all parties involved. What may appear as an oxymoron is that when implemented properly, the inherent structure of the structural frame can actually foster greater creativity from team members and increase faculty and staff job satisfaction (Bolman & Gallos, 2011). The human resource frame. What better way to motivate others is there, than to encourage individuals to meet their highest potential. According to Bolman and Gallos (2011), “The bedrock of effective human resource leadership is a capacity to encourage people to bring their best talents and selves to their work” (p. 93). According to the authors, this involves five key components, which are communication... ... middle of paper ... ...up our human resources. In regards to the dissemination of our mission, this position works in conjunction with other interdepartmental teams to ensure quality and service to our students in accordance with the universities mission. While it is not an administrative role, it part of having the right human resources allocated to meet overall institutional goals. Conclusion The responsibility to lead and motivate others towards a single organizational mission falls squarely on the shoulders of the administrator. Today’s postsecondary leaders must explore multiple methods to motivate faculty and staff to adhere to recent changes plaguing higher education. To address these methods, three functions of postsecondary leadership, motivational efforts through the implementation of multiple organizational frames, and a real-world example from WGU have been described herein.
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