Organizational and Management Theories Essay

AbstractThe usance of this paper is to explain why reframing endure be so great to a business. In todays human creation, businesses must(prenominal)iness stay on vellicate of the competition and in hint with the ever-ever-ever-changing world of technology. Over time, a business abide father stagnant, whitethorn be running on cruise-control or run surface of refreshing ideas. Sales whitethorn even start to slip with in the al unitedly competition affecting the bottom line. Initi eachy a business is organise and it begins to function on a structural level that officiates for the business. In time, minds ignore cash in wizs chips hard-wired to continue to function at heart that initial condition however, framing is simply a concept. It send word be smorgasbordd by alter the conceptual and emotional setting or vox populipoint of the business. Reframing kicks a business to break free from the limits of the original roll. The business first assesses its tradi ng operations via eightf old outlooks and molds. There atomic number 18 four common frames used to analyze operations and those include the structural rig, the human worlds choice configuration, Political Frame, and the emblematic Frame. separately frame has its own emphasis and key concepts and separately give be further explained in this paper.Vision 2011Organizations be complex entities. There ar many factors that name governingal life complicated, ambiguous, and unpredict suitable. The biggest challenge for managers and attracters is to generate the just foc development to frame our arrangements in a world that has scram more global, competitive, and turbulent (Stadtlander, n.d.) Organizational framing is a theory in which the management of a business assesses its operation via multiple outlooks.The skill for a leader to make sense of the complex and ambiguous wee-wee world depends on the mental models or frames applied to the task (DeGrosky, 201 1). A frame is a mental model-a set of ideas and assumptions-that you carry in your head to table service you consider and negotiate a particular territory (Bolman & deoxyadenosine monophosphate Deal, 2008, p. 11). It helps managers understand the authority at hand so they are able to make decisions. There are incompatible angles for managers to consider while qualification decisions in their institutions. Each angle gives the manager a variant view of the situation and helps them capture what is actually going on.The Four FramesBolman and Deal (2008) arrested an organizational theory that consists of four frames. The organizational theory prescribes a multi-dimensional or multi-frame climb up in understanding the attributes and situational contexts of organizational behavior (Thompson, n.d.). The four frames are Structural, Human Resource, Political, and exemplary.Structural FrameThe structural frame is the view that an organization is a factory or a machine. The structur al frame depicts a rational world and emphasizes organizational architecture, including goals, building, technology, specialized business offices, coordination, and take a crapal relationships (Bolman & Deal, 2008). It defines the responsibilities of each position and the relationships between them. Six assumptions undergird the structural frame 1. Organizations endure to progress to established goals and objectives.2. Organizations annex readiness and provoke performance through specialization and appropriate di survey of labor. 3. Suitable forms of coordination and control ensure that divers(prenominal) efforts of individuals and units mesh. 4. Organizations deform best when rationality prevails over personal agendas and extraneous pressures. 5. organises must be knowing to fit an organizations current salutary deal (including its goals, technology, workforce, and environment). 6. Problems arise and performance suffers from structural deficiencies, which so-and- so be remedied through analytic thinking and restructuring.Human Resource FrameThe human resource frame centers on what organizations and mess do to and for one a nonher (Bolman & Deal, 2008, p. 117). It focuses on the individuals that work in an organization and their skills, attitudes, energy, and commitment. The human resource frame is built on core assumptions that highlight the following linkages * Organizations exist to serve human inevitably rather than the converse. * People and organizations ask each other. Organizations wishing ideas, energy, and talent nation need careers, salaries, and opportunities. * When the fit between individual and musical arrangement is poor, one or both suffer. Individuals are exploited or exploit the organization-or both become victims. * A good fit benefits both. Individuals pass off importeeful and satisfying work, and organizations demoralize the talent and energy they need to succeed. (Bolman & Deal, 2008, p. 122).Politica l FrameThe governmental frame views organizations as roiling arenas hosting ongoing contests of individual and group interests (Bolman & Deal, 2008, p. 194). Politics extends because employees are trying to obtain advocate. The individuals with the almost power entrust be the individuals that exit blend in indispensability they want. There are quint propositions to summarize this frame 1. Organizations are coalitions of assorted individuals and interest groups. 2. Coalition members collapse enduring differences in values, beliefs, nurture, interests, and perceptions of reality. 3. Most important decisions involve allocating scarce resources-who gets what. 4. singular resources and enduring differences amaze conflict at the center of day-to day kinetics and make power the most important asset. 5. Goals and decisions emerge from talk terms and negotiation among competing stakeh olds jockeying for their own interests. (Bolman & Deal, 2008, p. 194-195).Symbolic Fram eThe symbolical frame views an organization as a tribe or nation (Henderson, 2011). It helps to give employees a meaning to their work. There is a traditional authority of completing tasks. It is the commission that an organization forms its culture. The organizational culture shows the internal (employees) and external (customers & stakeholders) how the beau monde wants to be perceived. The symbolic frame distills ideas from diverse sources into five suppositions * What is most important is non what observes but what it means.* Activity and meaning are loosely linked events and actions have multiple interpretations as sight experience life differently. * face uncertainty and ambiguity, community ask out symbols to resolve confusion, find direction, and anchor apply and faith. * Events and processes are often more important for what is expressed than for what is produced. Their emblematic form weaves a tapestry of secular myths, heroes and heroines, rituals, cere monies, and stories to help people find purpose and passion. * Culture forms the superglue that bonds an organization, unites people, and helps an enterprise pull through desired ends. (Bolman & Deal, 2008, p. 253).Back fuzeSteve Jacobs worked as an engineer in the US Army. After serving for 15 age he retired and he started a bittie workshop that manufactured move for industrial boilers. The bon ton was called Steve Jacobs engineering however with the growth he deepend it to Steve Jacobs Engineering LLC. From the start hard work and luck seem to have gainful off and over the years the troupe continued to grow in capital and merchandise. By the time his great grandson Martin Jacobs took over the company in 2007 as the chief executive officer the company had 2200 employees and an annual turnover of $3.2 billion. An engineering down with an MBA, he had worked in the company during his student years and was concerned roughly the company and its tread base on the changin g business environment. despite the growth in capital, labor force, marketplace and profits the company had superannuated management schemas that made it venerable to a crisis in a changing business environment. Martin Jacobs spent his first year as CEO identifying the challenges being faced by the organization. He figures he need to transport the * structure of the organization to make it more decentralized and open where employees can dowery ideas at heart divisions and ranks. The old system was based on a top down system that he believes cannot be sustained. * Groupings in the organization based on position, skills, age and department * Training, motivation and compensation of the workforce is not in sync with current economy * Technology which is outdated* direction things are being done nowMartin Jacobs ponders on these replaces and as he contemplates on how to roll them out the United States Congress, in their infinite scholarship and pressures of the global econ omy has elected to transmute the formal U.S. weights and measures standards to the metric system, strong by 2010. Changing into metric system leave behind be good for the company and the country as all the exported goods have to be label in metric system or they will not sell. For the CEO Steve Jacobs Engineering has to change the way it operates or it will not survive. This provides an luck for him not only to change the rhythmic pattern system but the inherent operations of the company.Analysis of Theories being usedMaslows hierarchy of need-people are motivated by a variety of wants, roundwhat more ingrained than others. (Human Resource Frame). * Basic call for for physical well-being and safety are prepotent they have to be satisfied first. Once reject needs are fulfilled, individuals are motivated by social needs and ego needs. At the top of the hierarchy is self-actualization. * When changes occur in organizations, people become shocking of the refreshing changes and the unknown of the hereafter. * Managers need to decrease this fear by providing employees with mental support and training to help them overcome this fear. When this fear is overcome they can move up in the hierarchy of needs and take a step closer to reaching self-actualization-developing to ones fullest and actualizing ones ultimate potential. *Andrew will be writing the analysis once eitherone has provided their al-Qaida theories.Academic lit ReviewNeeds to include at to the lowest degree 5 peer-reviewed journal sources.1. de Jager, P. (2001). safeguard to change A advanced view of an old problem. The Futurist, 35 (3), 24-27. Retrieved from http//search.proquest.com/docview/218565953?accountid=40635 2. Tan, N. (2005). Maximising Human Resource Potential in the thick of Organizational Change. Singapore forethought Review, 27(2), 25-35. Retrieved from http//search.proquest.com/docview/226853640?accountid=40635 3. Sigler, K. J. (1999). Challenges of employee retention. M anagement Research Review, 22(10), 1-5. Retrieved from http//search.proquest.com/docview/223553576?accountid=40635.Comprehensive Business Literature Review1. Case Studies2. News Reports3. Service Offerings.Predictions of Major ChallengesStructural FrameThe Structural Frame emphasizes goals, specialized roles, and formal relationships this frame can be used to organize and structure groups and aggroups to get terminations and fit an organizations environment and technology.The process of organization envision matches people, information, and technology to the purpose, vision, and strategy of the organization. Structure is designed to enhance converse and information flow among people. Systems are designed to encourage individual responsibility and decision devising. Technology is used to enhance human capabilities to accomplish meaningful work. The end product is an integrated system of people and resources, tailored to the specific direction of the organization.Good organizatio nal design helps communications, productivity, and innovation. It creates an environment where people can work effectively. The cardinal responsibility of managers and leaders is to clarify organizational goals, to attend to the relationship between structure and environment, and to develop a structure that is clear and appropriate to the goals, the task, and the environment. Without such a structure, people become unsure well-nigh what they are supposed to be doing. The result is confusion, frustration, and conflict. In an effective organization, individuals are clear about their responsibilities and their contribution. Policies, linkages, and lines of authority are well-defined. When an organization has the right structure and people understand it, the organization can achieve its goals and individuals can be effective in their roles.Major challenges* insufficiency of structural design to enhance communication and information flow among people. * noncurrent technology to enhanc e human capabilities to accomplish meaningful work.Human Resource FrameThe human resource frame highlights the relationship between people and organizations (Bolman & Deal, 2008, p. 137). It includes peoples skills, attitudes, energy, commitment and relationships as fundamental resources of organizations (DeGrosky, 2011). During time of change, managers need to consider the effects the changes will have on the workforce. If the changes that occur do not align with the employees needs and wants it could cause detrimental impacts on the organization. Managers need to understand that whenever changes occur rampart will happen. confrontation is simply a very effective, very powerful, very useful selection mechanism (de Jager, 2001).Employees question the reasons things need to change when they have worked in the late(prenominal) or are currently working. Losing employees that resist the change process is one of the biggest risks in managing business change. The employees that m ake the greatest contribution to your business are usually heavily invested in their role and your business operations. Often these employees are the most challenged by change process. Research has shown organizational change to be a primary cause of nidus. Because of the feelings of uncertainty, insecurity, and threat that it invokes (Tan, 2005). Organizations that have employees that are likewise stressed or burned out have more cases of absenteeism, lower productivity, lower labor satisfaction, and low morale.Major challenges* Resistance to change imputable to not being involved in the change decisions and/or capital punishment process and fear of having to mark off something new * Retaining employees through the changes* Increased stress on employeesPolitical FrameBowman and Deal (B & D) recognize organizations as living, screaming political arenas that host a complex sack up of individual and group interests. (2008, p. 194). Organizations comprise groups of people fr om diverse rear endground with different beliefs, preferences, experiences and ideals. Organizations have goals to achieve and they hire people from diverse backgrounds to help them achieve them. On the other hand people come into organizations with their own lodgeations and desires which they expect to be fulfilled indoors the organization. Individuals in the organization join groups that will advance their agendas or that share their ideas and desires.Due to scarce resources and differences in the organization conflicts erupts among different groups. To access more resources each group tries to use its power and skills to influence decisions that work to their advantage. However, the goal of the leaders is to withdraw different groups of people together and ensure they work together as a team in order to achieve organization goals. Leaders are the guardians of the organizations and its goals. accordingly they result to negotiations, bargaining and discussions with differe nt groups to ensure despite their differences they are able to work together. Major Challenges* Divisions among groups that may affect productivity* Union resistance to changes arising from new metrics systems for fear of job loss* Inability of leaders to negotiate, bargain and jockey with different groups * Retraining of employees on the new metrics system may further divide the old and younger employeesSymbolic FrameThe Symbolic Frame describes the organizational culture, the rituals, the ceremonies all the symbols and heroes that help us make meaning of organizational events and activities (Bolman & Deal 2008). In the symbolic frame, people judge organizations primarily by their appearance. It is in this frame that organizations create the image that is expected of them, reassure their constituencies, and generate support for their missions.The symbolic frame can offer insight into fundamental issues of meaning and belief within an organization and bring employees together if the leader is effective. Symbolic leaders are able to interpret experience and in that interpretation, they can bring meaning and purpose. Leaders of this type need to look for something visible and dramatic to augury that change is on the way. A key function of symbolic leading is to offer plausible and hopeful interpretations of experience. An effective leader is able to do this is by painting a vision, a hopeful image of the future. The vision addresses both the challenges and the hopes and values of its followers. When employees are confused or uncertain in quantify of change, they seek hope and direction this is where a symbolic leader can bring people together and succeed. Symbolic leaders can create the vision and then they can persuade others to follow it.Symbolic leaders tell stories. A successful way to do this is to constitute their vision in a mythical story. A story that tells where the company has been, where it is, and where it is going in the future or looki ng back at the recital of the company and the employees and what has brought you this far already. These types of stories will succeed because people want to believe them and it makes it personal. Even a flawed story will work if the leader is persuasive in the values and hopes of the listeners. Good stories and a current personal touch reflect the power and the danger of symbolic leading. precedent is domineering in the right hands but power in the wrong hands, can create devastation (2004).Major challenges include* shitless of the changes and the impact it will have on their jobs * Can I learn the new ways-what if I cant? * The symbolic leader may give-up the ghost to find symbols, rituals or heros that can bring the listeners together * The symbolic leader may fail at finding and incorporating humor and play at work to ease tensions during the times of change * The organizations culture is not well aligned with the challenges the organization faces or the organization s symbols and usage lose meaning Assessments on How to Resolve ChallengesStructural FrameLack of structural design to enhance communication and information flow among people. The job of managers and leaders is to focus on task, facts, and logic, not character and emotions. Most people problems really stem from structural flaws rather than from flaws in individuals. Structural managers and leaders are not necessarily authoritarian and do not necessarily solve every problem by proceeds orders. Instead, they try to design and implement a process or structure appropriate to the problem and the circumstances. A structural scenario casts managers and leaders in fundamental roles of clarifying goals, attending to the relationship between structure and environment, and developing a structure that is clear to everyone and appropriate to what needs to be done.This is a structural design to enhance communication and information flow among people. Without a practicable structure, people become unsure about what they are supposed to be doing. The result is confusion, frustration, and conflict. In an effective organization, individuals are relatively clear about their responsibilities and their contribution to the mission. Policies, linkages, and lines of authority are straightforward and widely accepted. When you have the right structure, one that people understand, organizations can achieve goals and individuals can see their role in the big picture. Outdated technology to enhance human capabilities to accomplish meaningful work. Technology is about improving how we put our knowledge to work and increase our ability to produce valued results. Performance improvement continues to mold the future of many individuals and organizations near the world through education, sharing, working together, and networking.If fresh assertions are to be believed, the pace of execution of instrument of Information Technology (IT) within organizations would appear to be relentles s and its arena pervasive, with extravagant claims made in terms of ITs organizational benefits such as increased efficiency and higher levels of customer service. IT has also been said to facilitate the way in which information is processed, with the potential to change the way in which decision making is undertaken, and even to effect a shift in the nature and scope of activities undertaken by the business. For example, IT at least promises dramatic repercussions for the form and content of inter-organizational relationships as well as intra-organizational communication the bases on which organizations compete the means of production the process of distribution and service support indeed for almost every aspect of accepted organizational activity.Human Resource FrameResistance to change.The first challenge in the human resource frame that Martin Jacobs will need to face is resistance to change. Resistance to change can happen due to many reasons. Employees resist because they fee l uninvolved and ignored. It is important to get employees involved either by letting them explore and provide some options in the decision-making process. When people are involved in the decision-making and/or implementation of changes, they feel more affiliated to it. (de Jager, 2001). other reason employees resist change is they fear having to learn something new. Its not that they disagree with the benefits of some new process rather, they simply fear the unknown future and doubt their ability to adapt to it (de Jager, 2001). This type of resistance can be overcome by creating an environment where learning is the norm. In this learning environment, early distresss of any learning endeavor are not frowned upon or punished, but are rewarded because failure is honored as evidence of effort (de Jager, 2001).Retaining employees through the changesThe loss of happy employees may be very detrimental to the companys future success. During times of change, outstanding employees ma y leave an organization because they become disgruntled and/or feel unmotivated. Management can help keep employees by offering incentive pay, such as cash bonuses and stock ownership.Another way that this company can help retain employees during times of change is through increase job satisfaction. Management can insure apt employees are stipulation autonomy in their job functions and are given meaning meaningful assignments, allowing them to be involved in the decision making for their area of expertise (Sigler, 1999). Other ways that can help increase job satisfaction are making sure that the working conditions are pleasant and offering employees training to ensure they know how to use the new metric system within their job positions.Increased stress on employeesWhen employees are overly stressed, it could cause more cases of absenteeism, lower productivity, lower job satisfaction, and low morale. Managers can help relieve the stress employees feel during the change and maximi ze their human resource through the following 1. Increase communication and disseminate adequate information about the change. 2. Create a validatory environment at the workplace.3. Empower their employees to play a more active voice role in the implementation of change. (Tan, 2005).Political FrameChanging the company to metric system may elicit different opinions from different groups in the organization. New alliances will be formed between those who support the changes and those resistant to them. This will call for new bargaining and negotiations that may affect the morale and production. Union within the organization will seek assurances that the changes will not lead to layoffs and changes in benefits. Management assurance of availability of expanded market due changes may motivate the unions to negotiate. In their bargaining management must educate employees the benefit of being proactive in a changing economic environment.The younger groups of employees who are more techno logically advanced and remaining may immediately embrace the changes. On the other hand older employees with more experience and dedication to the organization may feel threatened. This can strain relations between the groups. Careful planning will need to be implemented to ensure both groups embrace the change within workable differences. Managers will spend more time communicating changes and say questions. This is important to prevent grapevine and rumors that may undermine the changes. Managers will be called upon to hold meetings with different groups to discuss progress and updates.Symbolic Frame end the changes in the symbolic frame include finding a way to bring employees together using stories, symbols, rituals or finding heros that unite the group. The group is looking for hope, a role model, a history that shows they will get through this change. Simple actions can unite. Things such as sharing stories, talking to the group or individuals about positive attributes of th e companies history, being positive yourself, recognizing the fears and concerns and reguarantee, celebrating the things you can to bring the group together. A good optic that unites by telling a story without actually even being present is to put up bulletin boards, photos, birthday or anniversary liststhe pictures from last years Christmas party or picnic will bring the group together and offer support and reassurance for the coming year. Its all about being able to inspire and create a vision.The symbolic frame relates to the human needs theory but goes even beyond that by asserting that organizations are populated by people who puree for self-actualization through cooperative efforts.Forecast of the Future Impact of the Recommended ChangesStructural Frame*Waiting for Joe to provide his information.Human Resource Frame (Topics discussing)* Employees may need to be dismissed if their role becomes redundant after the change occurs.* Attitudes may change in the workplace this cou ld cause a negative/positive work environment low employee morale* Decrease of productivity be the company money.* Relationships grow stronger or weaken between management and the employees.* freeing of talented employeesPolitical Frame (Topics discussing)* New groups and alliances will emerge and some groups may be formed or eliminated * Union and management will have to compromise and failure to agree may result to laboured relations or strikes * There will be intensive negotiations, bargaining and jockeying within the first one year until a balance is reached among different groups * There could emerge strained relationships between some technologically challenged and technologically savvy workersSymbolic FrameChanging from the formal U.S. weights and measures standards to the metric system will impact everyone at our company. The symbolic frame leads us to find a unifying them that will bond everyone together, a common ground to rally around. For this change in our company, w e are going to go back to the beginning, what brought everyone to this company and the longevity of the company. * Afraid of the changes and the impact it will have on their jobsEach employee has their own concerns and worries about this change. Am I too old to learn this is one concern along with what was wrong with the old way of doing things This is where the symbolic leader must assure employees that there will be a learning curve for sure but everyone will be worked with to help them understand the new changes. * Can I learn the new ways-what if I cant?It will not be an long change and everyone will learn at their own pace. The organization is committed to the employees and their jobs are not on the line. * The symbolic leader may fail to find symbols, rituals or heros that can bring the listeners togetherThe symbolic leader will focus on the companies tiro and how the company was able to make it to this point. All the years of commitment from the employees rallying aroun d the company. The company will not turn their backs on the employees over this change but this will just be another challenge for us to all ALL overcome. And we will. * The symbolic leader may fail at finding and incorporating humor and play at work to ease tensions during the times of changeThis is where the symbolic leader must find that unifying symbol. The founder of this company and his vision. The company was founded by the great-grandfather of the current CEO, back in the days when Henry Taylor and Scientific Management was all the rage. Today the company needs to keep up with the global economy and this is one way of assuring we are staying current and up-to-date. This will unify us with the world and allow us to go forward with our vision. Focus on the grandfather, father etc. a family owned company and each employee is part of that family. * The organizations culture is not well aligned with the challenges the organization faces or the organizations symbols and customs lose meaningIn this case with changing to the metric system, most employees will only fear the change as far as learning it and how it will affect their job. As long as the symbolic leader keeps this change in perspective as one small piece of the changes that have occurred over the history of the company, he will put this change into perspective for them. The symbols and customs will have meaning using the family company angle and how they are part of thatfamily.Conclusion*Completed by Andrew once paper has been fully written.References.Bolman, L.G. & Deal, T.E. (2008). Reframing organizations artistry, choice, and leadership. San Francisco, CA Jossey-BassCritical leadership skill Multi-frame thinking. (2004, November). Wildfire Magazine, Retrieved from http//www.guidancegroup.org/k2news/Uploads/WTL-11-2004.pdfDeGrosky, M. Wildfire. (2011). What Does This Viewpoint Suggest? Retrieved on December 32011 from http//wildfiremag.com/ pedagogy/viewpoint_suggest/ de Jager, P. (2001). R esistance to change A new view of an old problem. The Futurist, 35 (3), 24-27. Retrieved from http//search.proquest.com/docview/218565953?accountid=40635 Henderson, KJ. chron.com. (2011). Strategies on Reframing Change in Your Organization.Retrieved on November 3, 2011 from http//smallbusiness.chron.com/strategies-reframing-change-organization-3113.html.Morgan, G. (1986). Images of organization. Beverly Hills, CA Sage Publications, Inc. Sigler, K. J. (1999). Challenges of employee retention. Management Research Review, 22(10),1-5. Retrieved from http//search.proquest.com/docview/223553576?accountid=40635. Stadtlander, C.T.K.-H. (2007). Reframing Organizations Artistry, Choice, and Leadership Book Review. Electronic Journal of Business moral philosophy and Organization Studies, 12(1). Retrieved from http//ejbo.jyu.fi/pdf/ejbo_vol12_no1_pages_48-49.pdf http//guweb2.gonzaga.edu/orgl/orgl500/Module2/Mod2pg26.htmTan, N. (2005). Maximising Human Resource Potential in the Midst of Organiz ational Change. Singapore Management Review, 27(2), 25-35. Retrievedfrom http//search.proquest.com/docview/226853640?accountid=40635