The document discusses four different frames or perspectives for viewing organizations: structural, human resource, political, and symbolic. Each frame has different roots, key concepts, focuses, assumptions, and views of leadership and change. The structural frame focuses on goals, roles, and formal relationships. The human resource frame focuses on fit between individuals and the organization. The political frame sees organizations as coalitions and power relationships. The symbolic frame views organizations through their culture, myths, and symbols. Leaders must choose which frame best matches their current situation.

1. Leadership Perspectives What you see is what you get!

2. There may be more than one way to see things

3. Organizational Frames Structural Human Resource Political Symbolic

4. Structural Frame Roots: sociology, management science Key concepts: goals, roles (division of labor), formal relationships Central focus: alignment of structure with goals and environment Structural

5. Structural Frame Assumptions Organizations exist to achieve established goals and objectives Specialization and division of labor increase efficiency and performance Appropriate forms of coordination and control are essential Organizations work best when rationality prevails Structure must align with circumstances Problems arise from structural deficiencies

6. Basic Structural Tensions

7. Vertical Coordination Vertical Coordination

8. Lateral Coordination

9. McDonald’s and Harvard: A Structural Odd Couple Clearer goals, more centralized, tighter performance controls Diffuse goals, highly decentralized, high autonomy for professors Why have two successful organizations developed such different structures?

10. Structural Imperatives

11. Structural Leadership Effective Ineffective Leader Analyst, architect Petty tyrant Leadership process Analysis, design Management by detail and fiat

14. Human Resource Frame Roots: personality and social psychology Key concepts: needs (motives), capacities (skills), feelings Central focus: fit between individual and organization Human Resource

15. Human Resource Frame Assumptions Organizations exist to serve human needs People and organizations need each other: organizations need ideas, energy, talent; people need careers, salaries, opportunities When the fit between people and organizations is poor, one or both suffer A good fit benefits both—individuals find meaningful and satisfying work; organizations get the talent and energy they need to succeed

16. Human Resource Leadership Effective Ineffective Leader Catalyst, servant Weakling, pushover Leadership process Support, empowerment Abdication, indulgence

19. Key Concepts

20. Political Frame Roots: political science Key concepts: interests, conflict, power, scarce resources Central focus: getting & using power, managing conflict to get things done Political

21. Political Frame Assumptions

23. Sources of Power

24. Political Leadership Effective Ineffective Leader Advocate, negotiator Con-artist, thug Leadership process Advocacy, coalition building Manipulation, fraud

26. Skills of Leaders as a Politician

27. Skills of Leaders as a Politician

29. Symbolic Frame Roots: social and cultural anthropology Key concepts: culture, myth, ritual, story Central focus: building culture, staging organizational drama Symbolic

30. Symbolic Frame Assumptions

31. Organizations as Cultures

32. Organizational Symbols

34. Organizational Symbols Organizational symbols: provide an indirect approach to issues that are too hard to approach head-on

35. Symbolic Leadership Effective Ineffective Leader Prophet, poet Fanatic, fool Leadership process Inspiration, framing experience Mirage, smoke and mirrors

38. Structural Frame Human Resource Frame Political Frame Symbolic Frame Metaphor for organization Factory or machine Family Jungle Carnival, temple, theater Central concepts Rules,roles, goals, policies, technology, environment Needs, skills, Relationships Power, conflict, competition, organizational politics Culture, meaning, metaphor, ritual, ceremony, stories, heroes Image of leadership Social architecture Empowerment Advocacy Inspiration Basic leadership challenge Align structure to task, technology, environment Align organization and human needs Develop agenda and power base Create meaning

39. Reframing Change Frame Barriers to Change Essential Strategies Structural Loss of clarity and stability; confusion; chaos Communicating, realigning, and renegotiating formal patterns and policies Human Resource Anxiety, uncertainty; people feel incompetent, needy Train to build new skills; participation and involvement; psychological support Political Disempowerment; conflict between winners and losers Create arenas for negotiating issues, forming new coalitions Symbolic Loss of meaning and purpose; clinging to the past Transition rituals; mourn past, celebrate future

41. 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 Are there high levels of ambiguity, uncertainty? Political, symbolic Structural, human resource Are conflict and scarce resources significant? Political, symbolic Structural, human resource Are you working from the bottom up? Political, symbolic Structural, human resource