Bolman And Deal Case Study

Introduction and Review of Literature

Bolman and Deal discussed the four frames that managers typically operate under in Reframing Organizations. They theorized many managers would have a preference in their management philosophy in one of the following frames: structural, human resources, political or symbolic. If a manager were able to integrate all four frames, it would make them a true leader and significantly increase their effectiveness in an organization.

In the structural frame, they believed the “right structure enhances team performance”. If a manager is able to develop self-managing teams they “typically produce better results and higher morale than groups operating under more traditional top-down control”.

In the human resource frame, a manager can motivate an

Mr. Fletcher rejected this, believing “motivating is motivating period”! His experience at IBM was largely driven by the culture and being treated with respect. He specifically referenced the loss of his father and the outreach the entire company made to pay their respects. Mr. Fletcher acknowledged financial resources may differ, but people want to be respected and if a manager can show respect, they can prosper in an organization.

Some key points that were taken away from Mr. Fletcher’s candid interview, were the difficulties a manager will surely face. His suggestion to take a slow approach was similar to Behn’s “Management by Groping Along”. Remembering to deal with people as they are and not as you want them to be was not discussed in any of the management styles, but does work well with human resources frame. Mr. Fletcher’s acknowledging a manager may become a casualty of politics, so use power while you have it because it is never permanent and will bring enemies is great