E N D
1. Four Frames of Leadership Based on Reframing Organizations: Artistry, Choice, and Leadership
L.G. Bolman and T.E. Deal
3. Central concepts and challenges Structurerules, roles, policies and attune to structure, task, technology, environment
Humanneeds, skills, relationships and align organizational and human needs
Politicalpower, conflict, competition, politics with an agenda and power base
Symbolicculture, meaning, ritual and create faith, meaning, beauty
4. Properties of Organizations Organizations are complexthey are populated by people.
Organizations are surprisingexpectations often differ from results.
Organizations are deceptivethey camouflage surprises.
Organizations are ambiguouscomplex+deceptive+unpredictable = ambiguous.
5. Six Structural Frame Assumptions: Organizations Exist to achieve goals and objectives
Work best when rationality prevails
Increase efficiency through specialization and division of labor Have structures to fit goals and objectives
Have coordination and controls to align work to goals and objectives
Need restructuring to remediate problems and performance gaps
6. Human Resources Frame: Core Assumptions Organizations exist to serve the people not the reverse
People and organizations need each other; people need careers; organizations need the energy of people.
When the fit between the individual and the organization is poor; they exploit or will be exploitedand both become victims. When they fit, they both win.
7. Human Resources Strategies Invest in people.
Train, educate.
Develop measures of human resources management.
Share the wealth.
Provide autonomy and participation.
Focus on job enrichment.
8. Five Propositions of the Political Frame Organizations are coalitions of various individuals and interest groups.
There are enduring differences among the interest groups.
Most important decisions involve the allocations of scarce resources.
Goals and decisions emerge from negotiating, bargaining, and jockeying for position.
9. Well-springs of Power in the Political Frame Position powerauthority
Information and expertise
Control of rewards
Coercive powerability to block, punish, interfere Alliances and networks
Access and control of agendas
Framing the control of meaning and symbols--unobtrusive
Personal powercharisma
10. Four Steps in Developing a Political Map Determine the channels of informal communications
Identify principal agents of political influence
Analyze possibilities of internal and external mobilization
Anticipate the strategies that others will employ
11. Networking and Building Coalitions Identify relevant relationships
Assess who might resist, why, and how strongly
Develop, wherever possible, relationships with opponents to facilitate communication, education, and negotiation
When Step 3 fails, select and implement more subtle or more forceful methods
12. Thoughts on the Political Frame Organizations are arenas.
Managers are politicians.
Top-down/bottom-up require different political actions.
Organizations are political agents.
Organizations are political ecosystems.
13. The symbolic frame distills diverse ideas. The most important about an event is what it means.
Activity and meaning are coupled.
Most of life is ambiguous.
High levels of ambiguity undercut rationality, decision making, problem solving.
When facing uncertainty, people create symbols to increase predictability.
Many events and processes are important for what they express.
14. What are organizational symbols? Humor
Myths, fairy tales
Logos-Golden arches
Rituals
History
Ceremony
Awards
Shrimp Employee of the month parking places
Golden watches
Offices with windows
Pinsmembership
Piano playersNordstroms
ETCthink of more
15. Conflict Structureit interferes with the purpose
Human resourcesit undermines the relationships
Politicalnot necessarily bad; emphasis is on tactics and strategiesnot conflict resolution
Symbolicseeps into the culture
16. Strategic Planning Structurestrategies to set objectives and coordinate resources
Humangather to promote participation
Politicalarenas to air conflict and realign power
Symbolicritual to signal responsibility and negotiate meaning
17. Decision Making Structurerational sequence to produce the right decision
Humanopen process to promote commitment
Politicalopportunity to gain/exercise power
Symbolicritual to confirm values
18. Reorganizing Structurerealign roles and responsibilities to fit tasks
Humanmaintain balance between human needs and formal roles
Politicalredistribute power and realign coalitions
Symbolicmaintain image of accountability and responsiveness; negotiate a new social order
19. Evaluating Structureways to distribute rewards or penalties and control performance
Humanprocess of helping people grow
Politicalopportunity to exercise power
Symbolicoccasion to play roles in a shared ritual
20. Communication Structuretransmit facts and information
Humanexchange information, needs, and feelings
Politicalinfluence and manipulate others
Symbolictell stories
21. Meetings Structureformal occasions for making decisions
Humaninformal occasions for involvement and exchanging needs and feelings
Politicalcompetitive occasions to win points
Symbolicsacred occasions to celebrate and transform the culture
22. Motivation Structureeconomic incentives
Humangrowth and self-actualization
Politicalcoercion, manipulation, seduction
Symbolicsymbols and celebrations