Political Frame Paper

Various studies have looked into the relationship between a particular individual and how their values align with an organization or government (Graham, 1976), recent studies have begun to look into individuals in organizations whose values and culture do not

Bolman & Deal suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resources, Political and Symbolic (Bolman & Deal, 2008). Unlike the other four frames, the Symbolic frame sees an organizational life an ongoing drama: individuals coming together to create context, culture, and meaning as they play their assigned roles and bring artistry and self-expression to their work (Schein, 2004). It is important for leaders who utilize the Symbolic leadership that what he or she does is important. The manager then has to relay this vision to the employees instilling in them that their work and the work of the organization is important and meaningful. Symbolic frame is important to every organization because it takes into account the traditions, ceremonies and rituals that make the company unique from other companies or departments within the organization itself.

Culture is an observable, powerful force in any organization. “Made up of its members’ shared values, beliefs, symbols, and behaviors, culture guides individual decisions and actions at the unconscious level. As a result, it can have a potent effect on a company’s well-being and success” (One Page, n.d.).

1. The factors that help shape culture in HCOs include: beliefs, values, and norms of employees/formal/informal leaders, language, stories and legends, rewards and punishments, organization mission/structure, physical work setting, training and education, standards, demands, external laws, ceremonies, symbols, rituals, and activities. Individual HCOs have different cultures because the management in each HCO have different plans, purposes, and/or missions for their HCO. The wanted norms, values, and behaviors varies amongst the different HCOs.

“Culture consists of the symbols, rituals, language, and social dramas that highlight organizational life, including myths, stories, and jargon. It includes the shared meanings associated with the symbols, rituals, and language. Culture combines the philosophy of the firm with beliefs, expectations, and values shared by members. It contains the stories and myths about the company's founder and its current leading figures. Organizational culture consists of a set of shared meanings and values held by a set of members in an organization that distinguish the organization from other organizations. An organization's culture determines how it perceives and reacts to the larger environment (Becker, 1982; Schein, 1996). Culture determines the nature

According to The Journal for Quality and Participation, "a company's culture is embedded in its DNA." With that being said, establishing a productive organizational culture is a crucial component to the success of the company, even before they are in business. In a nutshell, "organizational culture is a system of shared assumptions....which governs how people how people behave in a culture." When employees of a company are aware of what is expected and accepted, they are more likely to perform their jobs according to those set standards. Whether it be how they dress, speak, or respond to diversity, each area in an organization is highly affected by the culture. Due to the fact that organizational culture is what ultimately

The definition of culture in this context can be deducted from Trompenaars (1998): “The essence of culture is not what is visible on the surface. It is the shared ways groups of people understand and interpret the world.” (p. 3). From this statement we can extract that people with different cultures see and interpret the world in their own way. Thus, to motivate employees with different cultural backgrounds it is necessary to understand the interpretation the employees have of certain norms and values.

Joseph L. Badaracco, Jr.’s book, “Defining Moments”, focuses on the ethical decision making process of “right versus right” from a management standing point. In reality, ethical decision making has two types of conflicts:”right versus wrong” and “right versus right”. “Right versus right” decisions are considered as the “grey” areas of ethical decision making. Badaracco saw the need to focus on it as “right versus right” decisions play a large role in ethical decision making for managers in real –life. To do so, he written “Defining Moments” as a way of showing the significance of “right versus right” decisions, their effect on decision making, and methods on resolve the dilemma posed by “right versus

Each individual may have different frames that they view their work environment but there are four main Frames as defined by Lee G. Bolman and Terrence E. Deal. The four frames are Structural, Political, Human Resource and Symbol. Each of these frames have a significant impact in the organizational environment and takes the view from different angels.

Culture within an organisation is a system of shared values, beliefs and norms of individuals in the organisation and how the value consensus creates a way in which people behave. The shared values have a strong influence on the individuals in the organisation and dictates how a person acts, dresses and performs in their job. A unique culture is developed and maintained by an organisation which provides guidelines and boundaries, through informal means, for the behaviour of the people within the organisation.

The attitude, values, ideals and beliefs of individuals are greatly influenced by the culture in which they live. Precisely, culture is the sum total of the ways of life of people in a particular society.

The Hofstede Centre (n.d.) defines culture as the “collective mental programming of the human mind which distinguishes one group of people from another.” Chipulu, Ojiako, Gardiner, Williams, Mota, Maguire, Shou, Stamai, and Marshall (2014), note that “culture can be at once tangible and observable; latent and unobservable; or even an abstraction altogether” (p. 367). Culture therefore has many dimensions. Some aspects of culture can be observed by analyzing symbols, ceremonies, dress, and other aspects. On the other hand, some aspects are not observable from the outside, but have to be experienced. Looking only from the outside gives us only a glimpse into the culture values. A large part of culture is the unwritten rules of how things are done. This part of culture is not necessarily observable to an outsider. To fully understand the cultural values of an organization, you need to be inside the organization with access to those with years of work experiences.

The OCI Circumplex showed that the company has a culture with moderately strong Oppositional and Humanistic-Encouraging styles. It also significantly displays Avoidance and Self-Actualizing styles. The two least prominent styles are Perfectionistic and Approval. At first glance, the organization may seem to be working against itself, since the styles are on opposite sides of the

According to Badaracco, “This book argues that “right-versus-right choices are best understood as defining moments. These are decisions with three basic characteristics: they reveal, they test, and they shape. In other words, a right-versus-right decision could reveal a manager’s basic values and, in some cases, those of an organization. At the same time, the decision tests the strength of the commitments that a person or organization has made. Finally,

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced