Organizational and Management Theories Essay

AbstractThe purpose of this paper is to explain why reframing ordure be so beta to a business. In todays world, businesses must stay on top of the competition and in touch with the ever-changing world of engine room. Over time, a business buns become stagnant, whitethorn be running on cruise-control or run out of newly ideas. Sales whitethorn even start to slip with new competition bear on the bottom line. Initially a business is organized and it begins to function on a structural level that constructs for the business. In time, minds flowerpot become hard-wired to stay on to function within that initial systema skeletale however, framing is simply a concept. It slew be changed by altering the conceptual and emotional setting or viewpoint of the business. Reframing ceases a business to break free from the limits of the original frame. The business first assesses its operations via multiple outlooks and frames. There ar four common frames utilise to analyze operations a nd those include the geomorphologic fig, the valet Resource Frame, Political Frame, and the Symbolic Frame. Each frame has its make emphasis and key concepts and each go away be further explained in this paper.Vision 2011 brass sections atomic number 18 complex entities. There argon many factors that reserve giving medicational life complicated, ambiguous, and unpredict adapted. The biggest challenge for managers and drawing cards is to stimulate the right way to frame our organizations in a world that has become more global, competitive, and turbulent (Stadtlander, n.d.) Organizational framing is a theory in which the way of a business assesses its operation via multiple outlooks.The ability for a leader to make sense of the complex and ambiguous work world depends on the psychic models or frames applied to the task (DeGrosky, 2011). A frame is a mental model-a set of ideas and assumptions-that you carry in your head to help you understand and negotiate a particular terr itory (Bolman & Deal, 2008, p. 11). It helps managers understand the situation at hand so they are able to make decisions. There are contrastive angles for managers to consider piece of music make decisions in their organizations. Each angle gives the manager a different view of the situation and helps them capture what is actually going on.The Four FramesBolman and Deal (2008) highly-developed an organizational theory that consists of four frames. The organizational theory prescribes a multi-dimensional or multi-frame approach in understanding the attributes and situational contexts of organizational behavior (Thompson, n.d.). The four frames are Structural, Human Resource, Political, and Symbolic.Structural FrameThe structural frame is the view that an organization is a factory or a machine. The structural frame depicts a sane world and emphasizes organizational architecture, including goals, structure, technology, specialized roles, coordination, and pro forma dealingships (Bolman & Deal, 2008). It defines the responsibilities of each position and the relationships amidst them. Six assumptions undergird the structural frame 1. Organizations exist to achieve established goals and objectives.2. Organizations add-on efficiency and enhance performance through specialization and appropriate division of labor. 3. Suitable forms of coordination and control fancy that diverse efforts of individuals and units mesh. 4. Organizations work best when rationality prevails e realwhere individual(prenominal) agendas and extraneous pressures. 5. Structures must be designed to fit an organizations current circumstances (including its goals, technology, workforce, and environment). 6. Problems arise and performance suffers from structural deficiencies, which can be remedied through analysis and restructuring.Human Resource FrameThe human imaginativeness frame centers on what organizations and people do to andfor one another (Bolman & Deal, 2008, p. 117). It focus es on the individuals that work in an organization and their skills, attitudes, energy, and commitment. The human vision frame is built on core assumptions that highlight the following linkages * Organizations exist to serve human fates sort of than the converse. * People and organizations need each other. Organizations need ideas, energy, and talent people need careers, salaries, and opportunities. * When the fit between individual and system is poor, one or both suffer. Individuals are exploited or exploit the organization-or both become victims. * A good fit benefits both. Individuals come upon meaningful and satisfying work, and organizations get the talent and energy they need to succeed. (Bolman & Deal, 2008, p. 122).Political FrameThe political frame views organizations as roiling arenas hosting ongoing contests of individual and group interests (Bolman & Deal, 2008, p. 194). Politics chances because employees are afflicting to obtain world power. The individuals with t he most power go away be the individuals that allow get essential they want. There are five propositions to summarize this frame 1. Organizations are coalitions of assorted individuals and interest groups. 2. Coalition members swallow enduring differences in values, beliefs, information, interests, and perceptions of reality. 3. Most important decisions involve allocating scarce resources-who gets what. 4. Scarce resources and enduring differences put conflict at the center of day-to day dynamics and make power the most important asset. 5. Goals and decisions supply from bargain and negotiation among competing stakeh grayers jockeying for their own interests. (Bolman & Deal, 2008, p. 194-195).Symbolic FrameThe symbolic frame views an organization as a kindred or nation (Henderson, 2011). It helps to give employees a meaning to their work. There is a traditional way of completing tasks. It is the way that an organization forms its purification. The organizational culture show s the inbred (employees) and external (customers & stakeholders) how the attach to wants to be perceived. The symbolic frame distills ideas from diverse sources into five suppositions * What is most important is not what happens but what itmeans.* Activity and meaning are in general coupled events and actions have multiple interpretations as people pay off life differently. * Facing uncertainty and ambiguity, people create symbols to resolve confusion, find deputation, and anchor try for and faith. * Events and servicees 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, ceremonies, and stories to help people find purpose and passion. * floriculture forms the superglue that bonds an organization, unites people, and helps an enterprise accomplish desired ends. (Bolman & Deal, 2008, p. 253).BackgroundSteve Jacobs worked as an engineer in the US Army. After serving for 15 years he retired and he started a small workshop that manufactured parts for industrial boilers. The company was called Steve Jacobs Engineering however with the growth he changed it to Steve Jacobs Engineering LLC. From the start hard work and mass seem to have paid off and everywhere the years the company continued to grow in capital and production. By the time his great grandson Martin Jacobs took over the company in 2007 as the CEO the company had 2200 employees and an annual turnover of $3.2 billion. An engineering graduate with an MBA, he had worked in the company during his student days and was concern about the company and its tread based on the changing business environment.Despite the growth in capital, labor force, commercialise and profits the company had over-the-hill management systems that made it venerable to a crisis in a changing business environment. Martin Jacobs spent his first year as CEO identifying the challenges macrocosm set about by the organiza tion. He figures he need to change the * Structure of the organization to make it more decentralized and open where employees can share ideas within 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 subdivision * Training, motivation and compensation of the workforce is not in sync with current economy * Technology which is outdated* Way things are being done directlyMartin Jacobs ponders on these changes and as he contemplates on how toroll them out the United States Congress, in their infinite wisdom and pressures of the global economy has elected to change the formal U.S. weights and measures standards to the metric system, effective by 2010. Changing into metric system will be good for the company and the country as all the exported goods have to be labeled in metric system or they will not sell. For the CEO Steve Jacobs Engineering has to change the way i t operates or it will not survive. This provides an opportunity for him not only(prenominal) to change the metrics system but the entire operations of the company.Analysis of Theories being usedMaslows hierarchy of need-people are move by a variety of wants, round more fundamental than others. (Human Resource Frame). * Basic unavoidably for physical thoroughly-being and safety are prepotent they have to be satisfied first. Once lower 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 tutelageful of the new changes and the unknown of the future. * Managers need to decrease this fear by providing employees with psychological accommodate and training to help them bruise 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 one s ultimate potential drop. *Andrew will be writing the analysis once everyone has provided their root theories.Academic Literature ReviewNeeds to include at to the lowest degree 5 peer-reviewed journal sources.1. de Jager, P. (2001). Resistance 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 2. Tan, N. (2005). Maximising Human Resource Potential in the Midst of Organizational Change. SingaporeManagement Review, 27(2), 25-35. Retrieved from http//search.proquest.com/docview/226853640?accountid=40635 3. 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.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 teams to get results and fit an organizations environment and technology.The carry out of organization design matches people, information, and technology to the purpose, vision, and strategy of the organization. Structure is designed to enhance conversation and information flow among people. Systems are designed to encourage individual business and decision making. 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 heed of the organization.Good organizational design helps confabulations, productivity, and innovation. It creates an environment where people can work effectively. The fundamental 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 about 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* Lack of structural design to enhance communication and information flow among people. * Outdated technology to enhance 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 times of change, managers need to c onsider 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 negative impacts on the organization. Managers need to understand that whenever changes occur resistance will happen. Resistance is simply a very effective, very powerful, very useful survival mechanism (de Jager, 2001).Employees question the reasons things need to change when they have worked in the past or are currently working. Losing employees that resist the change function is one of the biggest risks in managing business change. The employees that make 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 stress. Because of the feelings of uncertainty, insecurity, and threat that it invokes (Tan, 2005). Organizations that have employees tha t are excessively hard put or burned out have more cases of absenteeism, lower productivity, lower job satisfaction, and low morale.Major challenges* Resistance to change due to not being involved in the change decisions and/or death penalty process and fear of having to learn something new * Retaining employees through the changes* Increased stress on employeesPolitical FrameBowman and Deal (B & D) describe organizations as living, screaming political arenas that host a complex web of individual and group interests. (2008, p. 194). Organizations comprise groups of people from diverse background 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 expectations and desires which they expect to be fulfilled within the organization. Individuals in theorganization join groups that will advance their agenda s 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 bring different groups of people in concert and ensure they work in concert as a team in order to achieve organization goals. Leaders are the guardians of the organizations and its goals. Therefore they result to negotiations, bargaining and discussions with different groups to ensure despite their differences they are able to work together. Major Challenges* Divisions among groups that may repair 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 start out the old and younger employeesSymbolic Frame The 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 signal that change is on the way. A key function of symbolic leadership is to offer plausible and hopeful interpretations of experience. An effective leader is able to do this is by painting a vision, a hopeful ima ge of the future. The vision addresses both the challenges and the hopes and values of its followers. When employees are confused or uncertain in times of change, they seek hopeand direction this is where a symbolic leader can bring people together and succeed. Symbolic leaders can create the vision and then they can express others to follow it.Symbolic leaders tell stories. A successful way to do this is to embed their vision in a mythical invention. A story that tells where the company has been, where it is, and where it is going in the future or looking back at the history 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 genuine personal touch reflect the power and the danger of symbolic leadership. Power is positive in the right hands but power in the wrong hands, can create devastation (2004).Major challenges include* Afraid 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 fail to find symbols, rituals or heros that can bring the listeners together * The symbolic leader may fail at decision and incorporating humor and crop 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 organizations symbols and customs 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 personality 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 so lve every problem by issuing 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, attend to the relationship between structure and environment, and developing a structure that is clear toeveryone and appropriate to what needs to be done.This is a structural design to enhance communication and information flow among people. Without a workable 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 companionship to work and increase our ability to produce valued results. Performance improvement continues to shape the future of many individuals and organizations around the world through skill, sharing, working together, and networking.If new-fangled assertions are to be believed, the pace of implementation of Information Technology (IT) within organizations would appear to be relentless and its scope pervasive, with extravagant claims made in monetary value 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 repercuss ions 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 feel 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 areinvolved in the decision-making and/or implementation of changes, they feel more committed to it. (de Jager, 2001).Another 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 unk nown 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 failures of any learning endeavor are not frowned upon or punished, but are rewarded because failure is honored as curtilage of effort (de Jager, 2001).Retaining employees through the changesThe loss of talented employees may be very detrimental to the companys future success. During times of change, outstanding employees may conduce an organization because they become dissatisfied and/or feel unmotivated. Management can help keep employees by offering incentive pay, such as silver bonuses and stock ownership.Another way that this company can help retain employees during times of change is through increase job satisfaction. Management can overlay talented employees are given 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 sweet 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 maximize their human resource through the following 1. Increase communication and disseminate adequate information about the change. 2. Create a supportive environment at the workplace.3. Empower their employees to play a more active 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 chan ges 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 scotch environment.The younger groups of employees who are more technologically advanced and curious 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 answering 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 FrameResolving 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 the companies history, being positive yourself, recognizing the fears and concerns and reassuring, celebrating the things you can to bring the group together. A good visual that unites by telling a story without actually even being donation 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 ab le 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 strive for self-actualization through cooperative efforts.Forecast of the future(a) 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 aft(prenominal) the change occurs.* Attitudes may change in the workplace this could cause a negative/positive work environment low employee morale* Decrease of productivity costing the company money.* Relationships grow stronger or weaken between management and the employees.* Loss 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 strained 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, we 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 oldway of doing things This is where the symbolic leader must assure employees that there will be a learning curve for sure but ever yone 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 overnight 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 founder and how the company was able to make it to this point. All the years of commitment from the employees rallying around 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 o f 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 o f 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-Bass slender 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/command/viewpoint_suggest/ de Jager, P. (2001). Resistance 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 Ethics 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 Organizational Change. Singapore Management Review, 27(2), 25-35. Retrievedfrom http//search.proquest.com/docview/226853640?accountid=40635