| A | B |
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| What are the four frames of the model? | structural, human resources, political, symbolic |
| What is the metaphor for structural model? | factor or machine |
| what is the metaphor for human resource model? | family |
| what is the metaphor for political? | jungle |
| what is the metaphor for symbolic? | carnival, temple, theatre |
| What are the central concepts of structural model? | rules, roles, goals, policies, technology, environment |
| what are the central concepts of the human resource model? | needs, skills, relationships |
| what are the central concepts of poltical model? | power, conflict, competition, organizational politics |
| what are the concepts of the symbolic model? | culture, meaning, metaphor, ritual, ceremony stories, heroes |
| what is the image of leadership for the structural model? | social architecture |
| what is the image of leadership for the human resource model? | empowerment |
| what is the image of leadership for political model? | advocay and political savvy |
| what is the image of leadership for the symbolic model? | inspiration |
| what is the basic leadership challenge for the structural model? | attune structure to task technology environment |
| what is the basic leadership challenge for human resource model? | align organizational and human needs |
| what is the basic leadership challenge for political model? | develop agenda and power base |
| what is the basic leadership challenge for symbolic model? | create faith, beauty, meaning |
| Each frame has ... | its own image of reality |
| You may be drawn to some... | and repelled by others |
| Some perspectives seem clear and straight forward .... | while others seem puzzling |
| You use more than one frame ... | to develop a diagnosis of what you are up against to move forward. |
| Multiframe thinking requires moving beyond .... | narrow, mechanical approaches for understanding organizations. |
| Creates opportunity to respond in ..... | a variety of different ways to one problem or dilemma. |
| The frame work is the opposite of... | myopic thinking |
| STRF: 6 assumptions of structural framework | 1. Organization exist to achieve established goals and objectives 2. organizations increase efficiency and enhance performance through specialization and appropriate division of labor 3. Suitable forms of coordination and control ensure that diverse efforts of individuals and units mesh 4. Organizations work best when rationality prevails over personal agendas and extraneous pressures. 5. Structures must be designed to fit an organizations current circumstances (including goals, technology, workforce, and environment) 6. Problems arise and performance suffers from structural deficiencies, which can be remedied through analysis of restructuring. |
| STRF: Frederick W. Taylor (1 of 2 main intellectual roots) | The father of time-and-motion studies. Scientific management: Breaks tasks into minute parts and retrained workers to get the most out of each minute. |
| STRF: Max Weber (1 of 2 intellectual roots) | Monochromic Bureaucracy: A fixed division of labor, a hierarchy of offices, rules governing performance, a separation of personal from official property and rights, use of technical qualifications for selecting personnel, and employment as a primary occupation and long-term career. |
| STRF: There is no best way to organize. The right structure depends on .... | prevailing circumstances and considers an organizations goals, strategies, technology, people, and environment. Understanding the complexity and variety of design possibilities can help create formal prototypes that work for, rather than against, both people and collective purposes. |
| STRF: Structural Dilemmas: Finding a satisfactory system of roles and relationships is an ongoing, universal struggle. | Mangers rarely face well-defined problems with clear-cut solutions. Instead, they confront enduring structural dilemmas, tough trade-offs without easy answers. |
| STRF: 8 structural dilemnas when model not used.... | 1.Key responsibilities are not clearly defined 2.Many people doing different things, it’s hard to stay tightly coupled around a vision 3.Underused versus overload too little work and they get bored and get in other’s way 4.Lack of clarity versus Lack of creativity. 5.Excessive autonomy versus excessive interdependence 6.Too loose versus too tight 7.Goalless Versus Goal Bound 8. Irresponsible Verses Unresponsive |
| STRF: Mintzberg’s Fives: | 1. operating core, support staff, strategic apex, technostructure, middle line |
| STRF: Mintzberg’s Fives: operating core | The base of this is an operating core consisting of people who perform essential work. The core is made up of workers who produce or provide products or services to clients: Teachers in schools, assembly line, and workers in factories, physicians, and nurses. |
| STRF: Mintzberg’s Fives: support staff | those concerned with making the organization more self-contained and less dependent on outside services (e.g. legal counsel, industrial relations, mailroom, and cafeteria |
| STRF: Mintzberg’s Fives: middle line | the strategic apex is joined to the operating core by the chain of middle line managers with formal authority. Examples are supervisors and managers in production, marketing and distribution |
| STRF: Mintzberg’s Fives: strategic apex | people, such as board of education (and staff), who are charged with ensuring that the organization serve its mission in an effective way, and also that it serve the needs of those people who control or otherwise have power over the organization |
| STRF: Mintzberg’s Fives: technostructure | members who establish and maintain the administrative and technological controls, which standarize and specify activities, outputs and skills relevant to the operating core and middle lines, includes industrial engineers, budget analysis and personnel specialists |
| STRF: Simple Structure | Entrepreneurial setting: relies on direct supervision from the strategic apex, the CEO. |
| STRF: Machine Bureaucracy: | Large organizations: relies on standardization of work processes by the techno-structure. |
| STRF: Divisionalised Form: | Multi-divisional organization: relies on standardization of outputs; middle-line managers run independent divisions. |
| STRF: Adhocracy: | Project organizations: highly organic structure with little formalization; relies on mutual adjustment as the key coordinating mechanism within and between these project teams. In later work Mintzberg’s added two more configurations |
| Human Resource Frame centers on... | what organizations and people do to and for one another. |
| HRF: Mary Parker Follett and Elton Mayo questioned | old assumptions about how people in organizations were treated. They were pioneers who laid the human resource framework foundation. They felt the way people were treated was unfair and bad psychology. |
| HRF:HUman resource model core assumption, organizations exist... | to serve human needs rather than the converse |
| HRF:Human resource model core assumption people and organizations need... | one another. Organizations need ideas, energy, talent; people need careers, salaries, and opportunities. |
| HRF:HUman resource model core assumption when the fit between individual and system is poor..... | , one of both suffers. Individuals are exploited or exploit the organization, or both become victims. |
| HRF:Human resource model core assumption, a good fit benefits both, | Individuals find meaningful and satisfying work and organizations get the talent and energy they need to succeed. |
| HRF:Genetic, or nature, perspective (maslow, mcclelland, white).. | posits that certain psychology needs are essential to being a human being |
| HRF:nature suggests that people are shaped .... | by environment, socialization, and culture (there are competing psychologies) |
| HRF:Maslow's Hierarchy of Needs (list them from bottom to top) | 5. basic needs (survival) 4. safety needs (comfort) 3. psychological needs 2. self-actualization 1. peak experiences |
| HRF:Theory X and Theory Y: McGregor’s (1960) | Managers make assumptions about employees. Theory X: Subordinates are passive, and lazy, have little ambition, prefer to be led, and resist change. Theory Y: The belief that managers need to arrange conditions so that people can achieve their own goals by direct effort towards organized rewards. People can be self-directed. |
| HRF:Basic Human Resources Strategies: | • Build and implement an HR strategy |
| HRF: Daniel Goleman, Emotional Intelligence | Basic argument is that Emotional Intelligence is more important that IQ. |
| PLTF: Power Conflict and Coalition: Political Assumptions: | 1.Organizations are coalitions of assorted individuals and interest groups. 2.2. Coalition members have enduring differences in values, beliefs, information, interest, and perceptions of reality. 3. 3. Most important decisions involve allocating scarce resources-Who gets what? 4.4. Scarce resources and enduring differences put conflict at the center of day-today dynamics and make power te most important aspect. 5. 5. Goals and decisions emerge from bargaining and negotiations among competing stakeholders jockeying for their own interest. |
| PLTF: Sources of Power in an organization: | 1. 1. Position Power: Professors assigning grades, judges settle disputes. 2. control of rewards 3. coercive power 4. information and expertise 5. reputation 6. personal power 7. alliances and networks 8. access and control of agendas 9. framing: control of meaningful symbols |
| PLTF: Power should be distributed. Overbounded systems: | Power is highly concentrated and everything is tightly regulated. Underbound system, where power is diffused and the system is very loosely controlled. |
| PLTF: Networking and Building Coalitions: | 1. 1. Identify relevant relationships: Figure out the players you need to influence 2. 2. Assess who might resist, why, and how strongly: Determine where the leadership challenges will be. 3.3. Develop, wherever possible, links with potential opponents to facilitate communication, education, or negotiasm: Hold your enemies close. 4. 4. If step three fails, carefully select and implement either subtler or more forceful methods: Save your big guns until you really nee them, but have a Plan B incase Plan a fails. |
| PLTF: Organizations are arenas. Change and stability are paradoxical: | organizations constantly change and yet never change. As in any competitive sport, players come and go, but the game goes on. |
| PLTF: Organizations are both arenas and internal politics and political agents... | with their own agendas, resources, and strategies. As arenas, they house competition and offer a setting for the ongoing interplay of divergent interest and agendas. |
| SYMBF: Symbolic model assumptions .... | 1. 1. What is most important is not what happens but what it means. 2. 2. Activity and meaning are loosely coupled; events and actions have multiple interpretations as people experience life differently. 3. 3. Facing uncertainty and ambiguity, people create symbols to resolve confusion, find direction, and anchor hope and faith 4. 4. Events and processes are often more important for what is expressed than for what is produced. Their emblematic form weaves a tapestry of secular myths, heroes, and heroines, rituals, ceremonies, and stories to help people find a purpose and passion. 5. 5. Culture forms the superglue that bonds and organization, unites people, and helps an enterprise accomplish desired ends. |
| SYMBF:Symbolic model ... | 1.Symbolic frame highlights the tribal aspect of contemporary organizations. 2.It centers on complexity and ambiguity and emphasizes the idea that symbols mediate the meaning of work and anchor culture 3.Myths, values, and vision bring cohesiveness, clarity, and direction in the presence of confusion and mystery. 4. Heroes and heroines are role models for people to admire and emulate. 5. Rituals and ceremonies provide scripts for celebrating success and facing calamity. 6. Metaphors, humor, and play offer escape from the tyranny of facts and logic; they stimulate creativity. |
| Four Interpretations of Organization Processes:Political FrameStrategic Planning | Arenas to air conflicts |
| Four Interpretations of Organization Processes:Political FrameDecision Making | Opportunity to realign power |
| Four Interpretations of Organization Processes: Political FrameReorganizing | Redistribute power and form new coalitions |
| Four Interpretations of Organization Processes:Political FrameEvaluating | Opportunity to exercise power |
| Four Interpretations of Organization Processes: Political FrameApproaching conflict | Develop power by bargaining forcing or manipulating others to win |
| Four Interpretations of Organization Processes: Political FrameGoal Setting | Provide opportunity for groups or individuals to make their interests known |
| Four Interpretations of Organization Processes: Political FrameCommunication | Influence or manipulate others |
| Four Interpretations of Organization Processes:Political FrameMeeting | Competitive occasions to win points |
| Four Interpretations of Organization Processes: Political FrameMotivation | Coercion, manipulation, and seduction |
| Four Interpretations of Organization Processes:Symbolic Frame Strategic Planning | Rituals to signal responsibility, produce symbols, negotiate meanings |
| Four Interpretations of Organization Processes: Symbolic Frame Decision Making | Ritual to confirm values and provide opportunities for bonding |
| Four Interpretations of Organization Processes:Symbolic Frame Reorganizing | Maintain an image of responsibility and accountability; negotiate new social order |
| Four Interpretations of Organization Processes:Symbolic Frame Evaluating | Occasion to play roles in shared ritual |
| Four Interpretations of Organization Processes: Symbolic FrameApproaching conflict | Develop shared values and use conflicts to negotiate meaning |
| Four Interpretations of Organization Processes:Symbolic Frame Goal Setting | Develop symbols and share values |
| Four Interpretations of Organization Processes:Symbolic Frame Communication | Tell Stories |
| Four Interpretations of Organization Processes: Symbolic FrameMeeting | Sacred occasions to celebrate and transform culture |
| Four Interpretations of Organization Processes:Symbolic FrameMotivation | Symbols and celebrations |
| Four Interpretations of Organization Processes: Structural Frame Strategic Planning | Strategies to set objectives and coor. resources |
| Four Interpretations of Organization Processes: Structural FrameDecision Making | Rational sequence to produce correct decisions |
| Four Interpretations of Organization Processes: Structural FrameReorganizing | Realigns sequence to produce right decisions |
| Four Interpretations of Organization Processes: Structural FrameEvaluating | Way to distribute rewards or penalties and control performance |
| Four Interpretations of Organization Processes: Structural FrameApproaching conflict | Maintaining org. goals by having authority resolve conflicts |
| Four Interpretations of Organization Processes: Structural FrameGoal Setting | Keep org. headed in the right direction |
| Four Interpretations of Organization Processes:Structural Frame Communication | Transmit facts and info |
| Four Interpretations of Organization Processes: Structural FrameMeeting | Formal occasions for making decisions |
| Four Interpretations of Organization Processes: Structural FrameMotivation | Economic Incentives |
| Four Interpretations of Organization Processes: HR FrameStrategic Planning | Gathering to promote participation |
| Four Interpretations of Organization Processes:HR FrameDecision Making | Open to process to produce commitment |
| Four Interpretations of Organization Processes:HR FrameReorganizing | Maintain balance between human needs and formal roles |
| Four Interpretations of Organization Processes: HR FrameEvaluating | Feedback for helping individuals grow and improve |
| Four Interpretations of Organization Processes: HR FrameApproaching conflict | Develop relationships by having individuals confront conflict |
| Four Interpretations of Organization Processes: HR FrameGoal Setting | Keep people involved and communication open |
| Four Interpretations of Organization Processes: HR FrameCommunication | Exchange information needs and feelings |
| Four Interpretations of Organization Processes: HR FrameMeeting | Informal occasions for involvement and sharing feelings |
| Four Interpretations of Organization Processes: HR FrameMotivation | Growth and self-actualization |
| Structural Frame: Leadership is Effective When leader is | Leader is analyst, architect |
| Structural Frame: Leadership is effective when leadership process | is analysis design |
| Structural Frame: Leadership is ineffective when leader | when leader is Petty bureaucrat or tyrant |
| Structural Frame: Leadership is ineffective when leadership process | is Management by detail and fiat |
| HR FRame Leadership is Effective When leader is | Catalyst servant |
| HR FRame leadership is effective when leadership process is | Support, empowerment |
| HR FRame leadership is ineffective when leader is | Weakling pushover |
| HR FRame leadership is ineffective when leadership process is | Abdication |
| Political frame Leadership is Effective When Leader is: | Advocate negotiator |
| Political frame Leadership is Effective When Leadership Process is: | Advocacy, coalition building |
| Political frame Leadership is inEffective When Leader is: | Con artist or thug |
| Political frame leadership is ineffective when leadership process is : | Manipulation and fraud |
| symbolic frameLeadership is Effective WhenLeader is: | Prophet, poet |
| symbolic frameLeadership is Effective WhenLeadership Process is: | Inspirational, |
| symbolic frameLeadership is Ineffective When Leader is: | Fanatic charlatan |
| symbolic frameLeadership is Ineffective WhenLeadership Process is: | Mirage smoke and mirrors |
