Throughout the evolution of modern business, organizations are continuously developing strategies, both proactive and reactive, in the face of industry competition, as well as, the changes to consumer preference and or demand. Organizations of today must continue to focus on the external threats of their industry, but must never forget the importance of managerial perspective and how our perspective alters, not only our success but the success of the organization as a whole. The purpose of this research is to show that generic methods of management are only applicable when developed to coincide with the unique characteristics of the organization in question. Most importantly, with the use of organizational framing and metaphorical imagery, …show more content…
The Structural frame, if implemented, can encourage a more focused based leadership presence that delegates the roles and responsibilities of their workforce with confidence. Additionally, as Bolman and Deal (2017) describe, the structural perspective can help with this delegation, as well as, help maintain strategic focus through six possible assumptions. (1) The structural frame can help with the development and prioritization of strategies that assist with the completion of organizational goals and objectives. (2) The structural frame can increase performance through appropriate divisions of labor. (3) The structural frame can be used a form of control to ensure roles and responsibilities mesh with the overall goal and the employee charged to complete that goal. (4) The structural frame can ensure personal agendas are not included in the main focus Bethel University by providing a baseline of organizational direction. (5) The structural frame can help provide Bethel University with leadership strategies that are unique to the current situation of the organization. (6) The structural frame can help Bethel University leadership personnel gain a better perspective of what is currently taking place within the company and assist with creating problem-solving …show more content…
Additionally, without the incorporation of the human resource framework, there is no real method to gauge the needs of your workforce and how to provide options to satisfy those needs. As of today, employees are looking for organizations that focus on professional development, supportive and stable work environments, and will the organization allow me to incorporate my own creativity throughout my position responsibilities. Research has shown, organizations which encourage and incorporate an employee-focused organizational culture are more likely to have increased employee morale, retain talent, increased departmental productivity, and a higher percentage of revenue generation long-term. (HR Trends,
Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations (5th ed.). San Francisco, CA: Jossey-Bass.
The structural frame considers that right roles and relationship for people working in an organization to be one of the main keys to success. According to Bolman and Deal (2008), organizations are characterized by goals and objectives, well defined structure and division of labor, various forms of coordination and control, rational conduct and policies. These features help to make an organization more efficient and improve its performance. When an organization faces problems, they are resolved through analysis and restructuring.
Moreover, the Burke-Litwin model associates leadership with the ability to provide direction. This direction can steam from the need of change and can come from anyone in the organization in order to serve the organizational needs. The model lists “vision change; using one’s intuition, influence, persuasive and presentation skills; and rewarding people with personal praise and providing opportunities to learn new skills (Burke, 2014).”
Many people consider leadership to be the process of leading a group or individual. But what defines leadership for me? I believe leaders are responsible for inspiring others to work towards a shared vision, which in turn creates new leaders. The act requires honesty, competence, inspiration and forward-looking abilities. I choose the reading ‘Framing in leadership communication: Strategies, breakdowns and outcomes’ to support the ideas of Fairhurst and Caywood. The reason for this choice was because it was published by Slaheddine Mnasri from the University of South Florida, which indicates that it is more credible than a web entry or magazine article. Also, it contains a significant amount of useful information on the topic of framing which reinforces Fairhurst’s theories as well as reflects my personal views on leadership.
An organization should optimize every employee’s potential to get great work performances, and then can make the organization stand on better position than other organizations. One type of investment in an organization is human development. This kind of investment has a purpose to improve productivity by doing some improvements in health, education, and work training. Healthy, educated, and skilled employees will give positive impacts to organization productivity. An organization with a good human resource management will have a competitive advantage which hard to be copied by other organizations. Invesment in human, which is the most valuable economic resource, provides a sustainable competitive advantage and will overcome workforce ill-equipped which is the biggest threat in economic stability.
The four frames of organizations are the structural frame, human resources frame, political frame, and the symbolic frame. All organizational frames play an important part in guaranteeing a successful project. Depending on the organization, some frames are more important than others. Organizational issues are most often the most difficult part of working on and managing projects (Schwalbe, 2010, p. 47). For RCI, the human resources frame presented the most difficulty and in my opinion, was the most important frame.
The insights in this book, if applied, are destined to influence the organization because they follow the basics of a structure's influence on behavior. Change the structure and the organization will change...Change it intelligently and the organization will advance. Buy the book and step to the forefront of organizational leadership...but be forewarned: Bring a teachable spirit. Be willing to unlearn a few assumptions to make room for Fritz's simple and strategic insights. Managers wouldn't begin to think about change in an organization without answering the 11 Questions first (they're in the book). Finally, and for Pete's Sake, Peter Senge wrote the forward for his "friend and mentor" Robert Fritz.
Human resources should definitely want to increase productivity and growth of the workplace. All the more, essentially each employee wants to feel as if they are apart of something bigger that brings about promotion for someone or something greater than themselves. Therefore, that is why is it is pivotal for employers to cultivate high employee
If the organisation understands and uses these factors in its analysis, people will constantly achieve their targets, project energy and enthusiasm at work. They will have the ability to overcome obstacles and problems to progress. They would accept additional responsibilities and organisational change. Conversely, if the company fails to take these factors into account, then it would have reluctant and demotivated employees who cannot progress...
With all the changes happening the development of employees is very important and team building should be focused
Development, especially strengthening the organizational culture, it is not only the responsibility of the human resources department. The top management should engage actively in the process of building and / or strengthening it. The organizational culture has a huge impact on the morale and productivity of the company employees. Important for a manager who is involved in the development of his organization is not just "buying" the best employees, but the crucial stakes moves on implementing the vision and organizational strategies in the set of values of the employees. Another important step is to create the optimal condition for the employees to want to turn these objectives into reality.
...n (Ortmann, Sydow, & Windeler, 2000). This is where a reflexive manager would fit in well; having the ability to help construct the organization where they would think outside of the box. “Such practice is important to management, because it helps us understand how we constitute our realities and identities in interactive ways and how we can develop more collaborative and responsive ways of managing organizations” (Clunliffe, 2004). It also includes opening up the phenomena by exploring reflexively through more than one set of meanings which are taken for granted. In the organization we use language to make meanings of social situations. However, language is merely a construction of reality rather than mirroring the objective truths. Therefore, to make sense and use of the pheneomenon we must be critically reflexive in order to explore alternate management styles.
This shows that employing the right people is key, and thus this stage must be both prioritised and planned as carefully as possible. On the other hand, the development of human resources deals with increasing the employee’s skills and abilities, making them a more valuable asset to the organisation through training and career development. This also helps mould workers into becoming a perfect fit for the business and ensures that every employee has the correct knowledge and aptitude required to work to their best capacity. This purpose of HR is particularly important as it makes sure that the workforce is as skilled, and thus valuable to the business, as possible.
After reading, The making of twenty-first century HR: An analysis of the convergence of HRM, HRD, and OD, I found myself learning a lot more in-depth about the principles of HR. Just starting out as a Human Resource minor I was only familiar with the term Human Resource Management. Ruona and Gibson help me open my eyes to the ever growing history of the principles of Human Resource Development, Human Resource Management, and Organizational Development. The evolution of these three principles is fascinating especially when looking at what they have evolved into today. This evolution is important when thinking about these principles and putting them to use in the Human Resource field.
It is also a frame that shows the organization as irrational. Bolman & Deal (2013) even use the image of theater, carnival, and drama to explain the frame. It is more about informal ideals and values than about formal rules and goal that hold the organization together. The symbolic frame of the organization refers to the emotional side of the organizational management. Bolman & Deal (2013) suggest a metaphor for the theatric act to the certain processes and procedures in the organization. Through this metaphor, authors describe such common procedures and actions as meetings, presentation, and demonstration of