Organizational and Management Theories Essay

AbstractThe consumption of this paper is to explain why reframing bottomland be so make to a production line. In todays existence, headachees must(prenominal) stay on apex of the competition and in suggestion with the ever-changing cosmos of engineering science. Over time, a cable keep set ab divulge stagnant, whitethorn be running on cruise-control or run out of raw ideas. Sales whitethorn even stolon to slip with stark naked competition affecting the bottom line. Initi ally a business is nonionised and it begins to function on a morphological level that defecates for the business. In time, minds shadow satisfy hard-wired to continue to function inside that initial class however, framing is simply a concept. It can be sortd by mend the conceptual and emotional setting or envisionpoint of the business. Reframing allows a business to break free from the limits of the original cast. The business first assesses its operations via duplex out ascertains and reference sy roots. thither atomic number 18 four common frames utilize to analyze operations and those acknowledge the structural assemble, the mankinde resource position, semi semipolitical Frame, and the Symbolic Frame. distributively frame has its own emphasis and key concepts and distributively give be march on explained in this paper.Vision 2011Organizations argon complex entities. on that point be many factors that make governmental life complicated, ambiguous, and unpredictable. The biggest challenge for managers and attractors is to start the right expressive style to frame our constitutions in a world that has convey more than(prenominal)(prenominal)(prenominal) globular, competitive, and turbulent (Stadtlander, n.d.) Organizational framing is a surmisal in which the concenter of a business assesses its operation via multiple outlooks.The ability for a leader to make sense of the complex and ambiguous school world depends on the mental mode ls 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 jock you understand and negotiate a opusicular territory (Bolman & Deal, 2008, p. 11). It tendings managers understand the lieu at have so they atomic number 18 able to make decisions. There argon dissimilar angles for managers to watch while qualification decisions in their boldnesss. for each one angle open ups the manager a contrastive view of the situation and helps them secure what is actually going on.The Four FramesBolman and Deal (2008) developed an organizational possible action 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 argon morphologic, Human election, semipolitical, and Symbolic.Structural FrameThe structural frame is the view that an organization is a manufactory or a machine. The structural frame depicts a sharp-witted world and emphasizes organizational architecture, including final stages, structure, engineering science, specialized roles, coordination, and airal relationships (Bolman & Deal, 2008). It defines the responsibilities of each position and the relationships betwixt them. Six assumptions undergird the structural frame 1. Organizations exist to strain naturalised goals and objectives.2. Organizations increase efficiency and enhance exercise by dint of specialization and entrance division of labor. 3. Suitable forms of coordination and control concur that diverse drives of individuals and units mesh. 4. Organizations work topper when rationality prevails over personal agendas and extraneous pres reals. 5. Structures must be knowing to fit an organizations period circumstances (including its goals, technology, workforce, and surround). 6. Problems arise and performance suffers from structural deficiencies, which can be remedied through analysis and restructuring.Human resource FrameThe benignant resource frame nubbles on what organizations and hatful do to andfor one a nonher (Bolman & Deal, 2008, p. 117). It digestes on the individuals that work in an organization and their skills, attitudes, energy, and commitment. The merciful resource frame is built on core assumptions that highlight the followers linkages * Organizations exist to serve human touchs rather than the converse. * People and organizations subscribe to each other. Organizations wish ideas, energy, and talent citizenry need careers, salaries, and opportunities. * When the fit mingled with individual and system is poor, one or both suffer. Individuals are utilize or exploit the organization-or both become victims. * A good fit benefits both. Individuals find marrowful 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 current contests of individual and stem beguiles (Bolman & Deal, 2008, p. 194). Politics occurs be get under ones skin employees are trying to obtain occasion. The individuals with the well-nigh power pull up stakes be the individuals that leave behind get want they want. There are five propositions to summarize this frame 1. Organizations are coalitions of assorted individuals and interest groups. 2. Coalition members catch enduring differences in set, beliefs, entropy, 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 gambling out from negociate and negotiation among competing stakeh over-the-hillers jockeying for their own interests. (Bolman & Deal, 2008, p. 194- 195).Symbolic FrameThe 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 way of terminate tasks. It is the way that an organization forms its culture. The organizational culture shows the internal (employees) and external (customers & stakeholders) how the club wants to be perceived. The symbolic frame distills ideas from diverse sources into five suppositions * What is most important is non what happens but what itmeans.* Activity and meaning are loosely conjugate events and actions have multiple interpretations as people experience life differently. * facing uncertainty and ambiguity, people create symbols to resolve confusion, find guardianship, and anchor believe 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, electric rayes and heroines, rituals, cere monies, and stories to help people find purpose and passion. * Culture forms the superglue that stings an organization, unites people, and helps an enterprise accomplish desired ends. (Bolman & Deal, 2008, p. 253).BackgroundSteve Jacobs worked as an manoeuver in the US Army. After serving for 15 categorys he retired and he started a small workshop that manufactured parts for industrial boilers. The ships accompany was called Steve Jacobs engine room however with the ripening he changed it to Steve Jacobs Engineering LLC. From the start hard work and luck seem to have paid withdraw and over the old age the company continued to grow in working 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 concerned most the company and its tread based on the chan ging business milieu.Despite the growth in capital, labor force, market and profits the company had outdated 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 creation set virtually by the organization. He figures he need to change the * Structure of the organization to make it more decentralized and open where employees can sell ideas in spite of appearance divisions and ranks. The old system was based on a top cut out 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 deliverance * Technology which is outdated* Way things are being done nowMartin 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 h as elected to change the formal U.S. weights and measures standards to the metric system, impelling by 2010. changing into metric system leave alone be good for the company and the country as all the exported goods have to be labeled in metric system or they pass on not sell. For the CEO Steve Jacobs Engineering has to change the way it operates or it will not survive. This provides an opportunity for him not only to change the metrics system but the entire operations of the company.Analysis of Theories being usedMaslows hierarchy of need-people are propel by a variety of wants, some more profound than others. (Human Resource Frame). * Basic needs for physical well-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 apprehensionful of the new changes and the unbeknown(pred icate) of the future. * Managers need to decrease this cultism by providing employees with psychological have and training to help them overcome this fear. When this fear is overcome they can come upon up in the hierarchy of needs and take a measure closer to reaching self-actualization-developing to ones fullest and actualizing ones crowning(prenominal) potential. *Andrew will be writing the analysis once everyone has provided their root theories. faculty member Literature go overNeeds to include at least 5 peer-reviewed journal sources.1. de Jager, P. (2001). apology 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 likely in the middle of Organizational Change. Singapore perplexity 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. lates 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 process of organization devise matches people, information, and technology to the purpose, vision, and strategy of the organization. Structure is designed to enhance communication and information flow among people. Systems are designed to encourage individual responsibility 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 direction of the organization.Good organizational des ign helps communications, productivity, and innovation. It creates an environment where people can work effectively. The fundamental responsibility of managers and leaders is to explicate organizational goals, to attend to the relationship among 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 extend to 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 capabili ties to accomplish meaningful work.Human Resource FrameThe human resource frame highlights the relationship amid 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 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 negative disturbs 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 principal the reasons things need to change when they have worked in the past or are currently working. Losing employees that resist the change process 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 immemorial cause of stress. Because of the tone of voiceings of uncertainty, insecurity, and threat that it invokes (Tan, 2005). Organizations that have employees that are overly stressed or burned out have more occurrences of absenteeism, lower productivity, lower craft satisfaction, and low esprit de corps.Major challenges* Resistance to change due to not being obscure in the change decisions and/or execution 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 catch up with groups of people from diverse background with differe nt beliefs, preferences, experiences and ideals. Organizations have goals to come upon and they get 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 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 bring 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. Therefore they result to negotiations, bargaining and discussions with different groups to ensure despite their differences the y 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 blood 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, re call their constituencies, and try escort 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 prominent 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 image of the future. The vision addresses both the challenges and the hopes and values of its followers. When employees are anomic 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 persuade others to follow it.Symbolic leaders tell stories. A self-made way to do this is to embed their vision in a mythical account statement. 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 taradiddle of the company and the em ployees 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 flaw 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 hold but power in the wrong hands, can create nakedness (2004).Major challenges include* Afraid of the changes and the impact it will have on their jobs * bay window I learn the new slipway-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 finding and incorporating humor and gambol at work to ease tensions during the times of change * The organizations culture is not well reorient 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 solve 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, attending 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 con fusion, 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 guileless 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 change how we put our knowledge to work and increase our ability to produce treasured results. Performance improvement continues to shape the future of many individuals and organizations around the world through attainment, sharing, working together, and networking.If recent assertions are to be believed, the pace of implementation of Information Technology (IT) within organizations would appear to be relentless and its electron orbit pervasive, with extravagant claims made in terms of ITs org anizational benefits such as increased efficiency and higher levels of customer service. IT has also been verbalize 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 cant 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 shop at 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 unknotty and ignored. It is important to get employees involved eit her by permit 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). 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 failures 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 talented employees may be very deleterious to the companys future success. During times of change, outstanding employees may pass away an organization because they become dissatisfied and/or feel unm otivated. 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 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 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 ease the stress employees feel during the change and maximize their human resource through the following 1. Increase communication and d isseminate 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 sack different opinions from different groups in the organization. New alliances will be organise 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 dominances 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 technologically advanced and curious may immediately embrace the changes. On the other h and older employees with more experience and dedication to the organization may feel threatened. This can strain relations between the groups. overcareful 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 proceed 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. dewy-eyed 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 fear s 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 present is to put up publicise 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 actuate and create a vision.The symbolic frame relates to the human needs theory but goes even beyond that by asserting that organizations are inhabit 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 surplus after the change occurs.* Attitudes may change in the workplace this could cause a negative/positive work environment low employee mora le* Decrease of productivity costing the company money.* Relationships grow stronger or break dance 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 fluxing 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 ever yone 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 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 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 t he 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. accent 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 sys tem, 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 horizon 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 celestial latitude 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 ledger 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. Retrie vedfrom http//search.proquest.com/docview/226853640?accountid=40635