The Four Frame Model Provides Multiple Perspectives For Managers

The human resource frame believes people are the center of an organization and if an organization is responsive to their needs and personal goals, they will deliver quality work ethics. Structural frame creates a workable structure and clarifying the roles and goals of an organization. The political frame believes that managers need to recognize political realities and know how to handle conflict in and out of an organization.

The methodology is designed to allow leaders to consider the organization from different angles, in order to develop a multi-perspectival approach to innovation and change. Each frame (structural, human resource, political, and symbolic) can be applied to an organization in order to view it more clearly from a different frame of reference to find the most effective solution and strategy for advancement. I liken this model to “seeing is believing.” Sometimes an organization is seeing the wrong picture and doesn’t understand why it’s not getting the result it wants. The four frames allow leaders to see organizations in their complexity and think critically about alternative possibilities for change. They help to clarify reality and actually see what’s happening. An example would be FEMA’s response to Hurricane Irma. All frames were used to make a true assessment of events and quickly assemble appropriate leadership intervention. (Structural: environmental infrastructure and function, Human Resources: American Red Cross efforts and charity distribution, Political: both Houston and Florida struggling for power and resources, Symbolic: bringing a diverse group of individuals together into a cohesive team.) Through time, effort, and repetitive practice FEMA was able to use the four frames

The political frame addresses organizational and personal politics. It is important to identify who opposes your projects as well as who supports them. This step will help discover the main interest groups that would be most affected by the project outcome. The important issue in IMS project related to the political frame is the power shifts from functional managers to project managers after the initial stage of the project. This unplanned power shift to an inexperienced project manager who does not have much knowledge about the organization to deal with internal and external politics resulted in failure of the IMS project.

Organizational structures have changed greatly in the last fifty years. Whereas most organizations were once rigid and centralized, most organizations are now taking advantage of flexible and decentralized structures. These new structures have affected the standard relationships between employees and managers. Additional layers of management have been created which blur the lines between the functions of managers and the functions of employees. Employees have become decision makers, and some managers barely have any authoritative power. Subsequently, these changes to organizational structures have impacted organizational strategies. This too, expounds upon the increased power of the employee and the reduced authority of the manager. The changes in organizational strategies make use of the dispersion of power in order to reduce costs and enable additional safeguards within these organizations.

The political lens looks at an organization from the perspective of "how power and influence are distributed and wielded, how multiple stakeholders express their different preferences and get involved in or excluded from decisions, and how conflicts can be resolved" (Ancona, Kochan, Scully, Van Maanen and Westney – M2-10) . It is an arena for competition and conflict among individuals, groups and other organizations whose interests and goals differ dramatically. The roots of conflict lie in different and competing interests and disagreements require political action, including negotiation, coalition building and the exercise of power and influence. The steps in using the political lens for an effective

The human resource frame focuses on the relationship between people and an organization. Nancy’s reputation for abrasiveness, when viewed from a human resources frame, is seen as a byproduct of her commitment to her team of nurses. Sheila’s desire to integrate the PSCs for benefit of HA illustrates her commitment to the organization. However, Sheila’s approach to change shows the difference in personalities between her and Nancy. Both Sheila and Nancy exhibit Model I assumptions.

Organizations tend to adopt three major theoretical perspectives that form the basis of their systems. The three include the open, rational and the closed systems (Scott, 2003). There is the crucial need to ensure one can understand these perspectives to understand how the organizations operate. The three perspectives are a representation of the scientific development of the organizations.

In Phase II we ensured external competitiveness by analyzing the external market survey data on total

The third frame we are looking at is the Political Lens which looks at the power within an organization. Organizations for this lens are looked at as arenas so to speak, in that the people working within the company compete for power and scarce resources. The actions of bargaining, coercion, compromise, and negotiations are a part of everyday life within these establishments. If power is too concentrated inside a workplace, it can result in having a problem or problems. However, the same thing goes if power is too delegated in an organization, it can cause problems because it can result in nothing getting done. Making decisions within an organization involves assigning the scarce resources among the individuals who work for the company. Decision

     Bolman and Deal organize their book around the idea of framing, and they give many metaphors, examples, and comparisons in defining this approach. It is compared to a paradigm or a map, a mind-set or a general approach to problem solving. Managers work best, they claim, when they use a holistic approach, reframing problems in four different categories: structural, human resource, political, and symbolic. Leading a complex organization requires artistry to combine these approaches as well as an embrace of uncertainty. The best management needs a commitment not only to excellence but also to flexibility, dialogue, and open-mindedness. In this paper, I shall examine the general

You work as an external consultant specializing in understanding how internal politics impact organizational effectiveness. Recently, you 've been contracted to diagnose the political culture of a Health Maintenance Organization (HMO) operating medical clinics and hospitals throughout Minnesota. Using Bolman & Deal 's political frame describe (in paragraph form) what you will seek to learn regarding the organization 's political culture.

Management theories are utilized in various organizations in an effort to increase organizational effectiveness and service delivery. The management theory that an organization decides to adhere to will vary based on the type of organization, as well as, the services and/or products that it offers. Therefore, it is not uncommon for an organization to use multiple theories when implementing strategies in the workplace.

The view and metaphorical analogy of an organization as a machine was the result of the only frame of reference available at

Management principles are needed for the efficient and effective operation of organizations, regardless of the level of the manager or the industry in which they operate. This is true for today’s organizations now more than ever. The global environment of today ensures that organizations will face staunch competition. Failure and weakness on the part of management ultimately lead to loss of market share and organizational closure. Also, gone are the days when managers could ‘bluff’ their way through their dealings with employees who have become more demanding and aware of their legal rights.

In the early 1900’s, some of the first ideas were thrown together to allow an organization to flourish in the upcoming modern era. The first theories were known as scientific and classical management, which focused on three separate theories from Frederick Taylor, Henri Fayol, and Max Weber. The three theories have similar ideology in the fact that organization is driven by management authority, employees only source of motivation is money, and organizations are machinelike with employees making up the parts of the machine (Papa, Daniels, & Spiker, 2008). In the Prophecy Fulfilled case study, Mary Ann (senior auditor) takes on a management role with subordinates similar to that of Weber’s Bureaucratic Theory (Daniels 1987, pp. 77-78).