Transcript Chapter 2
Reframing Organizations, 4th ed. Chapter 15 Integrating Frames for Effective Practice Integrating Frames for Effective Practice Life as Managers Know It Across Frames: Organizations as Multiple Realities Matching Frames to Situations Effective Managers and Organizations Managers’ Frame Preferences Life as Managers Know It Myth: Managers are rational, spent time planning, deciding and controlling Organized, in control, unruffled Reality Management life is hectic, frantic, constantly shifting Too busy to read or even think Rely on intuition and hunches for many of the most important decisions Hassled priests, modern muddlers, wheelerdealers Across Frames: Organizations as Multiple Realities Four Interpretations of Organizational Processes Doctor Fights to Quit Maine Island Organizations as Multiple Realities Process Structural Human Political Resource Symbolic Strategic planning Create strategic direction Meeting to promote participation Ritual to reassure audiences Decisionmaking Rational process to get right answer Open Chance to process to gain or use build commit- power ment Ritual to build values, bonding Reorganizing Improve structure/ environment fit Balance needs and tasks Image of accountability, responsiveness Arena to air conflict Reallocate power, form new coalitions Organizations as Multiple Realities Process Structural Human Political Resource Symbolic Evaluating Allocate rewards, control performance Help people grow and develop Chance to exercise power Occasion to play roles in organizational drama Approaching conflict Authorities resolve conflict Individuals confront conflict Bargaining, forcing, manipulating Develop shared values, meaning Goal setting Keep organization headed in right direction Keep people involved and informed Let people make their interests known Develop symbols, shared values Organizations as Multiple Realities Process Structural Human Political Resource Symbolic Communication Transmit facts, information Exchange information, needs, feelings Influence or manipulate others Tell stories Meetings Formal occasions to make decisions Informal occasions to involve, share feelings Competitive occasions to score points Sacred occasions to celebrate, transform culture Motivation Economic incentives Growth, selfactualization Coercion, Symbols, manipulation, celebrations seduction Matching Frames to Situations Choosing a Frame Commitment and motivation Technical quality Ambiguity and uncertainty Conflict and scarce resources Working from bottom up Table 15.2 Choosing a Frame Question If yes: If no: Are individual commitment and motivation essential? Human resource, symbolic Structural, political Is technical quality of decision important? Structural Human resource, political, symbolic Is there high level of ambiguity, uncertainty? Political, symbolic Structural, human resource Are conflict and scarce resource a significant factor? Political, symbolic Structural, human resource Are you working from the bottom up? Political, symbolic Structural, human resource Effective Managers and Organizations Characteristics of Excellent/Visionary Companies Embrace paradox Clear core identity Effective Senior Managers Highly complex jobs requiring diverse skills Political dimension is critical Effective middle managers Structural and human resource skills help performance, but political skills help you get ahead Table 15.3 Characteristics of Excellent or Visionary Companies Frame Peters & Waterman Collins & Porras Collins Structural Autonomy, entrepreneurship, bias for action; simple form, lean staff Clock building, not time telling; try a lot, keep what works Confront brutal facts; best in world; economic engine; technology accelerators; “flywheel”, not doom loop Human Resource Close to customer; productivity through people Home-grown management “Level 5 leadership”; first who, then what Table 15.3 (continued) Characteristics of Excellent or Visionary Companies Frame Peters & Waterman Collins & Porras Collins Political ******** ******* ******* Symbolic Hands on, valuedriven, loosetight; stick to the knitting BHAGs; cultlike cultures; good enough never is; preserve the core, stimulate progress; more than profits Never lose faith; deeply passionate; culture of discipline Table 15.4 Challenges in Managers’Jobs Frame Kotter (1982) Lynn (1987) Structural Keep on top of Attain intellectual large, complex set grasp of policy of activities; set issues goals and policies under conditions of uncertainty Communication (paperwork, etc.); traditional management (planning, goalsetting, controlling) Human resource Motivate, coordinate and control large, diverse group of subordinates Human resource management (motivating, managing conflict, staffing, etc.) Use personality to best advantage Luthans, Yodgetts, & Rosenkrantz (1988) Table 15.4 (Continued) Challenges in Managers’Jobs Frame Kotter (1982) Lynn (1987) Luthans, Yodgetts, & Rosenkrantz (1988) Political Allocate scarce resources; get support from bosses and other constituents Exploit opportunities to achieve strategic gains Networking (politics, interacting with outsiders) Symbolic Develop credible strategic premises; identify and focus on activities that give meaning to employees Manager’s Frame Preferences Research shows ability to use multiple frames is consistently associated with effectiveness. Effectiveness as manager – structural frame is key Effectiveness as leader – political and symbolic frames are central Conclusion Managers’ daily reality is messier, less rational, more conflict-filled than is often realized Choice of frame depends on circumstances Managers need multiple frames to survive