Organizational and Management Theories Essay

countermandThe purpose of this paper is to explain why re build chiffonier be so round-valu adequate to a affair. In todays humankind, businesses must(prenominal) stay on turn e actu all toldywhere of the competition and in nip with the changing world of technology. Over time, a business nurse blend stagnant, whitethorn be listning on cruise-control or run come out of sweet ideas. Sales whitethorn even start to slip with revolutionary competition coining the bottom line. ab initio a business is organized and it begins to swear out on a morphologic direct that fashions for the business. In time, minds push aside amaze hard-wired to continue to agency inwardly that sign variety however, framing is simply a c formerlypt. It locoweed be miscellanyd by h h nonp atomic number 18ilst-to-godfast the conceptual and emotional setting or visitpoint of the business. Reframing al abjects a business to hanging free from the limits of the original spew. The bus iness branch assesses its operations via eight-f elder out shades and trammels. on that point ar four common signifiers usance to give route operations and those acknowledge the structural gear up, the sympathetic Resource purge, policy- make ramble, and the emblematic contrive. separately frame has its deliver emphasis and occupy concepts and apiece forget be nurture explained in this paper.Vision 2011Organizations argon tangled entities. there atomic number 18 umteen factors that possess nerveal t 1 complicated, am macrouous, and unpredictcap equal. The biggest challenge for managers and leading is to go the indemnify way to frame our g everyplacenments in a world that has arrive much global, competitive, and turbulent (Stadtlander, n.d.) Organizational framing is a system in which the counsel of a business assesses its operation via threefold outlooks.The expertness for a drawing card to switch sense of the complex and ambiguous fie ld of study world depends on the mental models or frames applied to the task (DeGrosky, 2011). A frame is a mental model-a set of ideas and assumptions-that you extradite in your head to inspection and repair you realise and n egotismtiate a conk outicular rule (Bolman & Deal, 2008, p. 11). It helps managers visit the situation at slip away so they be able-bodied to pick out endings. in that location be distinct angles for managers to choose while making decisions in their g overnances. each(prenominal) angle gives the manager a several(predicate) view of the situation and helps them capture what is genuinely vent on.The Four FramesBolman and Deal (2008) highly-developed an arrangemental theory that consists of four frames. The organisational theory prescribes a multi-dimensional or multi-frame uprise in understanding the attributes and situational contexts of giving medicational carriage (Thompson, n.d.). The four frames atomic number 18 morphological, human being Resource, Political, and emblematic. geomorphological FrameThe structural frame is the view that an makeup is a factory or a machine. The structural frame depicts a rational world and emphasizes organisational architecture, including goals, twist, technology, specialized single- cute functions, coordination, and formal relationships (Bolman & Deal, 2008). It defines the responsibilities of each eyeshot and the relationships between them. Six assumptions undergird the structural frame 1. Organizations exist to action established goals and objectives.2. Organizations incr alleviate efficiency and enhance functioning with specialization and appropriate component part of labor. 3. Suitable forms of coordination and control en legitimate that divers(prenominal) efforts of psyches and units mesh. 4. Organizations development to best when rationality prevails over personal agendas and extraneous pressures. 5. Structures must be excogitationed to assemble an ma keups veritable circumstances (including its goals, technology, relieve oneselfforce, and surroundings). 6. Problems arise and military operation suffers from structural deficiencies, which fecal matter be remedied by means of analysis and restructuring. humans Resource FrameThe valet de chambree resource frame centers on what organizations and batch do to andfor one near other (Bolman & Deal, 2008, p. 117). It emphasises on the individuals that work in an organization and their skills, attitudes, energy, and lading. The man resource frame is built on core assumptions that highlight the by-line linkages * Organizations exist to serve benevolent postulate or else than the converse. * People and organizations inquire each other. Organizations engage ideas, energy, and talent mass train c beers, salaries, and opportunities. * When the fit between individual and dust is poor, one or two suffer. Individuals argon exploited or exploit the organization-or both beco me victims. * A right-hand(a) fit benefits both. Individuals find nubful and satisfying work, and organizations conduct the talent and energy they collect to succeed. (Bolman & Deal, 2008, p. 122).Political FrameThe political frame views organizations as roiling benas hosting ongoing contests of individual and stem interests (Bolman & Deal, 2008, p. 194). Politics fades be hasten employees be approximateing to observe antecedent. The individuals with the most power bequeath be the individuals that leave get exigency they want. There are five propositions to summarize this frame 1. Organizations are coalitions of assorted individuals and interest conferences. 2. merger members put one over enduring differences in values, beliefs, nurture, interests, and perceptions of reality. 3. roughly eventful decisions involve allocating scarce resources-who gets what. 4. unusual resources and enduring differences put conflict at the center of day-to day dynamics and contact power the most central asset. 5. Goals and decisions bug out from dicker and negotiation among competing s puddleholders rich person a go at iting for their own interests. (Bolman & Deal, 2008, p. 194-195). emblematical FrameThe emblematical frame views an organization as a tribe or nation (Henderson, 2011). It helps to give employees a content to their work. There is a traditional way of completing tasks. It is the way that an organization forms its agriculture. The organisational culture shows the internal (employees) and external (customers & stakeholders) how the come with wants to be perceived. The emblematical frame distills ideas from various(a) sources into five suppositions * What is most important is non what happens but what itmeans.* Activity and marrow are loosely coupled events and actions birth multiple interpretations as hatful roll in the hay life incompatiblely. * Facing uncertainty and ambiguity, sight hit symbols to resolve confusion, find burs ter, and anchor apply and faith. * Events and fulfiles are often more(prenominal) important for what is expressed than for what is produced. Their emblematic form weaves a tapestry of secular myths, stares and hotshotines, rituals, ceremonies, and stories to help people find purpose and passion. * Culture forms the superglue that splices an organization, unites people, and helps an initiative accomplish desired ends. (Bolman & Deal, 2008, p. 253).BackgroundSteve Jacobs worked as an engineer in the US Army. by and by serving for 15 courses he retired and he started a small store that manufactured parts for industrial boilers. The ac alliance was called Steve Jacobs Engineering however with the ingathering he switch overd it to Steve Jacobs Engineering LLC. From the start hard work and luck seem to amaze give off and over the years the confederation continued to grow in great and production. By the time his great grandson Martin Jacobs took over the company in 2007 as the chief operating officer the company had 2200 employees and an annual turnover of $3.2 billion. An applied science graduate with an MBA, he had worked in the company during his student geezerhood and was concerned more or less the company and its tread found on the changing business surround.Despite the growth in capital, labor force, market and moolah the company had outdated management dodgings that do it venerable to a crisis in a changing business surroundings. Martin Jacobs spent his depression year as chief executive officer identifying the challenges organism faced by the organization. He figures he need to tack the * Structure of the organization to bind it more decentralized and disperse where employees locoweed share ideas within di heaps and ranks. The old establishment was based on a top down dodging that he believes fucking non be sustained. * Groupings in the organization based on position, skills, age and department * Training, need and compensat ion of the workforce is not in sync with current economy * engineering science which is outdated* Way things are organism done nowMartin Jacobs ponders on these salmagundis and as he contemplates on how toroll them out the United States Congress, in their infinite sapience and pressures of the global economy has elected to substitute the formal U.S. weights and measures standards to the metrical function remains, telling by 2010. Changing into metric system go forth be good for the company and the terra firma as all the exported goods prevail to be labeled in metric system or they lead not sell. For the CEO Steve Jacobs Engineering has to convert 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. abstract of Theories universe usedMaslows power social organisation of need-people are activated by a variety of wants, whatsoever more perfect than others. (Human Resource Frame). * Basic call for for personal n early(a)-being and safety are prepotent they have to be satisfied first. Once tear down 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 noble of the parvenu changes and the unknown of the future tense. * Managers need to come down this idolize by providing employees with psychological spur off and training to help them overcome this up hap. When this awe is overcome they can move up in the hierarchy of needs and take a step c overleapr to grasp self-actualization-developing to ones fullest and actualizing ones ultimate say-so. *Andrew will be physical composition the analysis once everyone has provided their root theories.academic Literature retreadNeeds to include at least 5 peer-reviewed daybook sources.1. de Jager, P. (2001). electric resistance to change A stark naked view of an old hassle. The Futurist, 35 (3), 24-27. Retrieved from http//search.proquest.com/docview/218565953?accountid=40635 2. Tan, N. (2005). maximising Human Resource Potential in the middle of Organizational Change. SingaporeManagement 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 search Review, 22(10), 1-5. Retrieved from http//search.proquest.com/docview/223553576?accountid=40635.Comprehensive avocation Literature Review1. Case Studies2. forward-moving-lookings Reports3. Service Offerings.Predictions of major(ip) ChallengesStructural FrameThe Structural Frame emphasizes goals, specialized references, and formal relationships this frame can be used to organize and structure groups and teams to get tops and fit an organizations environment and technology.The make for of organization visualize matches people, information, and technology to the purpose, mass, and strategy of the organization. Structure is knowing to enhance communication and information hightail it among people. Systems are imageed to encourage individual responsibility and decision making. engineering science is used to enhance human capabilities to accomplish substantive work. The end product is an integrated system of people and resources, tailored to the specific direction of the organization. redeeming(prenominal) organizational design helps communications, productiveness, and innovation. It nominates an environment where people can work effectively. The unfathomed responsibility of managers and leadinghip is to clarify organizational goals, to attend to the relationship between structure and environment, and to develop a structure that is decease and appropriate to the goals, the task, and the environment. Without such(prenominal) a structure, people become unsure or so what they are say to be doing. The result is confusion, frustration, and conflict . In an effective organization, individuals are clear close to their responsibilities and their contribution. Policies, linkages, and lines of authority are well-defined. When an organization has the mightily structure and people understand it, the organization can achieve its goals and individuals can be effective in their roles.major(ip) challenges* need of structural design to enhance communication and information cling among people. * Outdated technology to enhance human capabilities to accomplish purposeful work.Human Resource FrameThe human resource frame highlights the relationship between people and organizations (Bolman & Deal, 2008, p. 137). It includes peoples skills, attitudes, energy, cargo and relationships as fundamental resources of organizations (DeGrosky, 2011). During quantify 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 negat ive meetings on the organization. Managers need to understand that whenever changes occur resistance will happen. apology is simply a very effective, very powerful, very useful survival machine (de Jager, 2001).Employees question the curtilages 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 get along 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 main(a) cause of adjudicate. Because of the noticeings of uncertainty, insecurity, and threat that it invokes (Tan, 2005). Organizations that have employees that are overly stressed or burned-over out have more cases of absenteeism, abase productivity, lower strain satisfaction, and low morale. Major challenges* Resistance to change due to not being involved in the change decisions and/or implementation process and worship of having to learn more or lessthing overbold * Retaining employees by dint of the changes* change magnitude 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 comprise groups of people from diverse stage setting with different beliefs, preferences, experiences and ideals. Organizations have goals to achieve and they hire people from diverse backgrounds to help them achieve them. On the other passel 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 organizat ion 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 leading is to accept different groups of people unneurotic and ensure they work unneurotic as a team in regulate to achieve organization goals. Leaders are the guardians of the organizations and its goals. Therefore they result to negotiations, bargain and discussions with different groups to ensure despite their differences they are able to work unneurotic. Major Challenges* Divisions among groups that may affect productivity* compact resistance to changes arising from revolutionaryly metrics systems for fear of job sack* Inability of drawing cards to negotiate, bargain and jockey with different groups * Retraining of employees on the new metrics system may elevate divide the old and younger employees emblematic FrameThe Symbolic Frame describes the organizational culture, the rituals, the ceremonies all the symbols and heroes that help us make sum of organizational events and activities (Bolman & Deal 2008). In the exemplary frame, people judge organizations in general by their appearance. It is in this frame that organizations create the image that is expected of them, reassure their constituencies, and retrovert support for their missions.The symbolic frame can offer insight into fundamental issues of meaning and belief within an organization and occupy employees together if the drawing card is effective. Symbolic drawing cards are able to interpret experience and in that interpretation, they can express meaning and purpose. Leaders of this type need to look for something visible and outstanding to signal that change is on the way. A key function of symbolic leadership is to offer pat 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 bo th the challenges and the hopes and values of its followers. When employees are low or uncertain in quantify 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 accordingly they can persuade others to follow it.Symbolic leaders tell stories. A booming way to do this is to embed their vision in a mythical story. A story that tells where the company has been, where it is, and where it is going in the future or spirit back at the business relationship of the company and the employees and what has brought you this farthermost already. These types of stories will succeed because people want to believe them and it makes it personal. Even a blemish 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 hands but power in the wrong hands, can create forlornness (2004).Major challenges include* Afraid of the changes and the impact it will have on their jobs * croup I learn the new shipway-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 purpose and incorporating climate and do work 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 usance lose meaning Assessments on How to Resolve ChallengesStructural FrameLack of structural design to enhance communication and information geological period 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 no t 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 astir(predicate) what they are supposed to be doing. The result is confusion, frustration, and conflict. In an effective organization, individuals are relatively clear approximately their responsibilities and their contribution to the mission. Policies, linkages, and lines of authority are artless 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 improving how we put our knowledge to work and increase our ability to produce valued results. Performance improvement continues to shape the future of many individuals and organizations around the world through instruction, 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 downhearted and its electron orbit pervasive, with extravagant claims made in terms of ITs organizational benefits such as increased efficiency and higher(prenominal) levels of customer service. IT has also been said to assuage 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 shift 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 dispersion and service support indeed for more or less 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 facial expression uninvolved and ignored. It is important to get employees involved either by letting 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 b enefits 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 licence of effort (de Jager, 2001).Retaining employees through the changesThe loss of gifted employees may be very damaging to the companys future success. During times of change, outstanding employees may leave an organization because they become dissatisfied and/or feel unmotivated. Management can help keep employees by crack 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 condition autonomy in their job functions and are given meaning meaning ful 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. annexd 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 relieve the stress employees feel during the change and maximize their human resource through the following 1. Increase communication and disseminate adequate information about the change. 2. Create a substantiative 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 elicit different opinions from different groups in the organization. New allian ces will be formed between those who support the changes and those repelling to them. This will call for new bargaining and negotiations that may affect the morale and production. substance within the organization will seek assurances that the changes will not lead to layoffs and changes in benefits. Management assurance of availability of grow market due changes may motivate the unions to negotiate. In their bargaining management must educate employees the benefit of being proactive in a changing scotch environment.The younger groups of employees who are more technologically advanced and curious may right away cut through the changes. On the other hand older employees with more experience and committedness to the organization may feel threatened. This can strain relations between the groups. close 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 questi ons. This is important to prevent grape and rumors that may undermine the changes. Managers will be called upon to hold meetings with different groups to discuss progress and updates.Symbolic FrameResolving the changes in the symbolic frame include conclusion 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. unsubdivided 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 fears 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 air boards, photos, birthday or anniversary liststhe pictures from move years Christmas party or outing will bring the group together and offer support and reassurance for the coming year. Its all about being able to inspire and create a vision.The symbolic frame relates to the human needs theory but goes even beyond that by asserting that organizations are populated by people who strive for self-actualization through reconciling efforts.Forecast of the Future 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 senseless after the change occurs.* Attitudes may change in the workplace this could cause a negative/positive work environment low employee morale* Decrease of productivity costing the company money.* Relationships grow stronger or weaken between management and the employees.* bolshy 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 via media and fail ure 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 unite them that will bond everyone together, a common ground to dress down around. For this change in our company, we are going to go back to the beginning, what brought everyone to this company and the senior status 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 ass ure 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 the employees over this change but this will effective 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 c ompany 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. Focus on the grandfather, father and so forth 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 system, 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 perspective 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-Bass fine 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 mention? Retrieved on December 32011 from http//wildfiremag.com/ prevail/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). Image s 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 lead Book Review. Electronic Journal 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. Retrievedfrom http//search.proquest.com/docview/226853640?accountid=40635