This chapter discusses how managers use different frames or lenses to understand organizations and situations. It identifies four key frames - structural, human resource, political, and symbolic - and explains how organizations can be interpreted through each frame. The chapter also discusses how effective managers are able to match the appropriate frame to different situations and contexts. Research shows the most effective managers can utilize multiple frames rather than relying on just one.
Four-Frame Model - Reframing OrganisationsPhil Vincent
Bolman & Deal identify four distinctive ‘frames’ from which people view their world - Structural, Human Resources, Political, and Symbolic.
Each frame comes with a range of concepts, metaphors and values which provide the scaffolding for organising raw experience of the world.
No one uses only one frame all the time, although people often show a preference for one or two frames.
Uses the Symbolic Framework from Bolman & Deal (2013) to look at educational settings. This slide presentation is based on section Part 5-The Symbolic Frame on pages 243-301. It was presented before a class of doctoral students in educational leadership.
Training Slides of Theories of Practice: The Human Resource Frame, discussing the importance of Human Resources.
Some Key-Points:
- Management & Leadership of Human Resources
- Human Resources Theory
- Human Resources Effective Practices
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Four-Frame Model - Reframing OrganisationsPhil Vincent
Bolman & Deal identify four distinctive ‘frames’ from which people view their world - Structural, Human Resources, Political, and Symbolic.
Each frame comes with a range of concepts, metaphors and values which provide the scaffolding for organising raw experience of the world.
No one uses only one frame all the time, although people often show a preference for one or two frames.
Uses the Symbolic Framework from Bolman & Deal (2013) to look at educational settings. This slide presentation is based on section Part 5-The Symbolic Frame on pages 243-301. It was presented before a class of doctoral students in educational leadership.
Training Slides of Theories of Practice: The Human Resource Frame, discussing the importance of Human Resources.
Some Key-Points:
- Management & Leadership of Human Resources
- Human Resources Theory
- Human Resources Effective Practices
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
An exposition of the four 'frames' or perspectives by which to evaluate and understand modern organisations. Bolman & Deal suggested that a more comprehensive understanding of modern organisations could be gained by viewing them from structural, human resources, political and symbolic (cultural) frames. The unique features of each frame are identified in this slideshow.
Since you go through life, you have two career decisions. One is called security, or a job, going to work – become employee. The other choice is freedom, or to become an entrepreneur and start your own business. Which part you consider in to?
Valetta Wright, Corporate Training Manager for WCA Waste Corporation, shares best practices for identifying and developing the top leaders in any organization.
Reputation Management is cruecial for corporates. Chief Reputation/communications strategist has to be part of the senior executive management.
Reputation Management can provide Competitive advantage and sustainability to the corporates.
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
Entrepreneurs are people that notice opportunities and take the initiative to mobilize resources to make new goods and services. Entrepreneurs are people that notice opportunities and take the initiative to mobilize resources to make new goods and services.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2. 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
3. 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, wheeler-
dealers
4. Across Frames: Organizations as
Multiple Realities
Four Interpretations of Organizational
Processes
Doctor Fights to Quit Maine Island
5. Organizations as Multiple Realities
Process Structural Human
Resource
Political Symbolic
Strategic
planning
Create
strategic
direction
Meeting to
promote
participation
Arena to air
conflict
Ritual to
reassure
audiences
Decision-
making
Rational
process to
get right
answer
Open
process to
build commit-
ment
Chance to
gain or use
power
Ritual to
build values,
bonding
Reorgani-
zing
Improve
structure/
environment
fit
Balance
needs and
tasks
Reallocate
power, form
new
coalitions
Image of
accountabili-
ty, respon-
siveness
6. Organizations as Multiple Realities
Process Structural Human
Resource
Political Symbolic
Evaluating Allocate
rewards,
control
performance
Help people
grow and
develop
Chance to
exercise
power
Occasion to
play roles in
organiza-
tional 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
7. Organizations as Multiple Realities
Process Structural Human
Resource
Political Symbolic
Communica-
tion
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, self-
actualization
Coercion,
manipulation,
seduction
Symbols,
celebrations
8. Matching Frames to Situations
Choosing a Frame
Commitment and motivation
Technical quality
Ambiguity and uncertainty
Conflict and scarce resources
Working from bottom up
9. 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
10. 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
11. Table 15.3
Characteristics of Excellent or
Visionary Companies
Frame Peters &
Waterman
Collins &
Porras
Collins
Structural Autonomy, entre-
preneurship, 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
12. Table 15.3 (continued)
Characteristics of Excellent or
Visionary Companies
Frame Peters &
Waterman
Collins &
Porras
Collins
Political ******** ******* *******
Symbolic Hands on, value-
driven, loose-
tight; 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
13. Table 15.4
Challenges in Managers’Jobs
Frame Kotter (1982) Lynn (1987) Luthans, Yodgetts,
& Rosenkrantz
(1988)
Structural Keep on top of
large, complex set
of activities; set
goals and policies
under conditions
of uncertainty
Attain intellectual
grasp of policy issues
Communication
(paperwork, etc.);
traditional
management
(planning, goal-
setting, controlling)
Human
resource
Motivate,
coordinate and
control large,
diverse group of
subordinates
Use personality to
best advantage
Human resource
management
(motivating,
managing conflict,
staffing, etc.)
14. 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
15. 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
16. 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
