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"REFRAMING ORGANIZATIONS" (LEE BOLMAN & TERRENCE DEAL).
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Summarizes book on four frames of organizational theory: structural, human resource, political & symbolic.... More...
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Paper Abstract:
Summarizes book on four frames of organizational theory: structural, human resource, political & symbolic.
Paper Introduction:
In Reframing Organizations, by Lee Bolman and Terrence Deal, the authors base their reframing theory on the four major schools of organizational theory: rational systems theories, human resource theories, political theories, and symbolic theories. Bolman and Terrence use much of the same language and ideas in their reframing organizations theory. This theory deals with how organizations may use any one or a combination of the four frames, or perspectives, they propose: structural, human resource, political, and symbolic. In this work, they focus on the role of managers and leaders in implementing reframing strategies and techniques in their organizations. Both roles are important to the organization, but the roles are different, also. The book has 23 chapters organized into six sections.
According to Bolman and Deal in Part one, reframing is
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& Deal, T. Chapters sixthrough nine discuss the ability of managers and leaders to communicateeffectively. Part four, chapters 9 through 11, covers the political frame. Mangers' treatment of and assumptions about people can createeither alienation and hostility, or commitment and high motivation in anorganization's work force. Howorganizations elect to integrate these elements is the second focus. Organizations are both arenas that house political contests, andpolitical actors in their own right. Organizational structures,activities and events serve as secular theater. San Francisco: Jossey-Bass. When themangers and leaders of today's organizations embrace and recognize themultiple dimensions of organizations and are able to move flexibly toimplement their vision, they will create an organization that works. Groups can increase their effectiveness by attending tobasic group process issues -- informal norms and roles, interpersonalconflict, leadership and decision-making. The use ofthe case examples demonstrates how managers who continue to use the sametheories or approaches to problems, may fall victim to their own narrowperspectives. Leaders and group members can builda culture that makes the group more cohesive as they pursue a sharedmission. Both roles are important to the organization, but the rolesare different, also. The authors suggest that without better theories, and the ability toimplement those theories with skill and grace, most managers experiencefrustration, cynicism, powerlessness, lack of growth, low levels ofachievement and progress, and failure. The constructivepolitician is able to diagnose political realities, set agendas, buildinternal and external networks of support, bargain and negotiate, and makechoices which are both effective and ethical (Bolman & Deal, 1991, pp. G. According to Bolman and Deal in Part one, reframing is importantbecause it allows the use of multiple lenses or frames through which toview the situation in which the organization finds itself. 2 7-223). The use of initiation rituals, specialized language, groupstories, human play and ceremonies all combine to transform a collection ofdiverse individuals into a team with shared purpose, spirit and goals. In this work, they focus on the role of managersand leaders in implementing reframing strategies and techniques in theirorganizations. In Chapter 14, Bolman and Deal admit that the symbolic frame is thenewest, least developed, and least mapped part of their reframing theory(1991, p. Chapter 8, the last chapter in this section, provides a survey ofpractices that organizations can use to make work more meaningful.Examples include the use of participative management, job enrichment, self-management work groups, organizational democracy, organizationaldevelopment and Theory Z to build a more motivated and committed workforce. The structural frame has two focuses. Multiframethinking helps mangers live more comfortably with the paradox. 2 6). Full of stories about management and leadership dilemmas, the book ishighly illustrative and easy to read. 245-246). The four basic lenses fororganizational analysis are structural, human resource, political, andsymbolic. However, managers need to consider the organization's goals,the tasks, and the political context in which they operate when selectingand designing the structure. Chapter 12 discusses the power of symbol andculture in organizations. The basic symbolic elements in organizations are myths,metaphors, stories, humor, play, rituals, and ceremonies. Byunderstanding the essentials of effective leadership and management,mangers can master the skills necessary for their political survival in theorganization (Bolman & Deal, 1991, p. Through their actions, mangersinfluence how the games are played, who the contestants are, and what rulesare followed. (1991). Leaders and managers shape theplaying field within the organization. Thisability to reframe situations is one of the most powerful capacities ofgreat artists, and can be equally powerful for mangers (Bolman & Deal,1991, p. ReferenceBolman, L. Organizations are powerful vehicles for expressing theinterests of their dominant coalitions. Some of the cases are famous, suchas the destruction of a Korean Airlines jet plane by the Soviet Air Force,and others are generic examples used for explanatory purposes. Creating a better organization requires inventive management and wiseleadership (Bolman & Deal, 1991, p. Organizational structuresand processes, such as planning, evaluation and decision-making, are oftenmore important for what they express about the organization than for whatthey accomplish in the organization. 24-27).Many of the factors and stresses that make modern organizations so complexare discussed. They describe the factors that make organizational lifecomplicated, ambiguous and unpredictable (Bolman & Deal, 1991, pp. However, they note that while no conceptual perspective iscompletely value neutral, in an unpredictable world, people develop ritualsthat provide order and predictability. Bolman and Deal point out that no one way is the best way tostructure an organization. However, thekind of politics an organization tolerates can be controlled. Chapter1 maintains that politics are unavoidable in organizations. The book describes how artistry, choice, and reframing lead toincreased managerial freedom and leadership effectiveness. The first focus is onhow organizations divide the work into roles, functions, and units. The diagnostic approaches and decision-making models that mangers use are basis on which they select the mostappropriate actions for their organization. Scarcity anddiversity in organizations lead to conflict, bargaining and games of powerand distinguishes constructive and destructive political dynamics. 37). The right structure depends on the goals,strategies, technology, and environment in which the organizationfunctions. The last of the four frames, the symbolic frame, is described in thefifth part of the book. Chapters 13 and14 expand on the symbolic frame theme. In Reframing Organizations, by Lee Bolman and Terrence Deal, theauthors base their reframing theory on the four major schools oforganizational theory: rational systems theories, human resource theories,political theories, and symbolic theories. In the authors' opinion, structural theory is sometimesundervalued. Commitment to core values andchanging strategies may create a paradox for the organization. The human resource frame is the focus of part three. This chapter uses a number ofvignettes and illustrations to emphasize the skills needed by managers topractice constructive, rather than destructive, politics. This ability is pivotal to fully understanding and using thereframing theory effectively. The symbolic frame is referred to as the tribalaspect of contemporary organizations by the authors (Bolman & Dead, 1991,pp. Thetragic loss of the space shuttle Challenger illustrates the power ofpolitical dynamics in organizational decision-making. The ability torethink, and thereby reframe, a given situation or problem is crucial toeffective leadership and management. 446). The book has 23 chapters organized into six sections. In chapter 2, the authors identify the properties or characteristicsof organizations. The ability to shift from one conceptual lens to anotherprovides a way to redefine situations so they become manageable. Thistheory deals with how organizations may use any one or a combination of thefour frames, or perspectives, they propose: structural, human resource,political, and symbolic. 3 3). Bolman and Terrence use much ofthe same language and ideas in their reframing organizations theory. E. In this part ofthe book, Bolman and Deal define organizational culture and show itscentral role in determining organizational effectiveness. Guidelines are presented for diagnosing the structural configurationneeded for a given situation and case studies are used to describe theprocesses that are most likely to result in successful structural change.The authors also discuss how organizational structure affect teams and workgroups, and how to avoid major structural pathologies and pitfalls. The second part of the book contains three chapters focusing on thestructural frame. Reframing Organizations: Artistry, Choice and Leadership. Different organizations need very differentconfigurations to be effective in their environments. Chapter seven cites a number of examples of howinterpersonal conflict at work highlights mangers' ability to create eithereffective or ineffective relationships and communications with theirsubordinates.
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