Four Frames Paper

Following Bolman and Deal’s organizational structure and human resource frames, the third frame could arguably be the most impacting on an organizations employee’s sight and reference regarding their organization’s culture. Symbolic framing views organizations as theaters (Bolman & Deal, 2008; 2015), where its employees are acting out their duties and responsibilities grounded in the organization’s myths, values, ceremonies and rituals (Bolman & Deal, 2008; Henderson, 2015). In this regard, organizations are often judged more on their performance in a theatrical sense, than the product outcomes themselves, as the performance creates alignment in its employees (Smith, 2012). In the structural frame, we understood that organizations obtain efficiency through proper alignment in departmental and communication lines, identifying excess in order to streamlining processes. The human resource frame encouraged us to conceptualize that organizations achieve success by focusing on who is in the right or wrong position and acknowledging the needs of the employees, certifying that both employee and organizational needs should be met to promote organizational success. The symbolic frame challenges us to view the organization from a different perspective, looking deeper into the organization’s culture as the answer for alignment and unity toward a common goal. Symbolic framing aims to capture the hearts and minds of all those involved in the organization, as symbols are often the

Improve the customer service and make sure the customers give no complaints and make sure they are satisfied with all the services provided by the company and keep close contact with the customers and be very friendly with them and keep them happy. Give the regular customers’ high discount and encourage them to come more often. This is our main goal for us to achieve because we want to make sure the customers are satisfied with our services.

The symbolic frame focuses on symbols and meanings. Understanding the symbolic frame of an organization can help shape a culture that gives purpose and meaning to work. There is a definite relationship between organizational culture and successful project management. For example, the IMS project at company XYZ failed mainly due to low risk tolerance due to time constraint, weak unit integration within the team and inadequate support for any work related conflict.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

For this reason, leaders are culpable for the perceptions of any potential alteration efforts. They should endorse the change as an occasion for employees to enhance their skills and offer guidance after implementation (Nelissen & van Sale, 2009). Not to mention if every meeting begins with communicating the vision of the company, it can advance ownership and pride that will lead to success.

The old crew began to hate the new supervisors. The supervisor’s attitude towards the employees were close monitoring, giving orders, and yelling. This caused stress and frustrations among employees, reducing their job performance. The supervisors made changes from the previous year that resulted in job satisfaction. The supervisors decided when to eat, how they wanted to do the job, and always drove the truck. They didn’t allow employees to talk to each other or to the customers on the job. This negatively affected customer service and customer relations.

Leadership is critical when executing a strategic change initiative. By differentiating leadership and management, leadership styles and the key factors of change we can better understand what should be done to successfully lead change. Success is not obtained through leadership alone but by developing a group of individuals from all levels of the organization who work together as a team. . (Leban and Stone, 2007)

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

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Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

Any kind of change in an organization may be challenging as it may demoralize employees and minimize performance. Therefore, main concern for DSS was how to ensure the employees maintain the same level of commitment, for it to achieve its strategic goals. There was a lack of clear concise during the communication of the new organizational strategy to all levels in the organization. The management failed to provide a detailed implementation plan that was to be followed in order to achieve the desired results. The employees themselves also did not receive the communicated information in a favorable manner. Both Meg and Chris did also not communicate effectively during the organizational change. As a result, Chris did not fully grasp what was expected of her as a leader and her team. The management should aim at ensuring the communication within the organization is successful. Successful communication is achieved when both the sender and the receiver have a common understanding of the communicated information. Both Meg and Chris should set up regular structured information. For instance, through the use of memos, emails, written updates, or setting up periodic meetings.

Change is going in the organization. With the help of theories I can easily visualize

1. Bring in a new Quality Manager with TQM experience to implement the needed changes to bring improvement and make their customers feel that favorable changes are coming.

The reason for directing this investigation is to get data/information on the powers outside of an organization that will decide how the organization will work. A fruitful organization can't work just in its interior components and should know about the outer components that will as well shape the business. Organization procedures must consider these components so as to coordinate their interior qualities and shortcomings with their outside dangers and openings.