• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Managers and leaders.

Extracts from this document...

Introduction

Today's organizations become more complex, more ambiguous, and more unpredictable. So how should managers and leaders to respond to these challenges. It seems obvious that most of the organizations has its own distinctive strategies of management and methods of controlling the business. But now when organizations are up against difficult situations like bankruptcy and deficiency, it is likely to see the business rather in a state of narrow-mindedness condition and the lack of motivation starting to appear in the internal structure. Managers started to panic, trying to go ahead solving the crisis. It all seems like aiming towards the objectives and achieving goals are unreachable. The bonding of the organization itself began to fall apart dramatically, if further action or innovation within the company don't react, it could possibly lead to failures and the worst situation of all the collapse of management level. At this point of time the management level needed certain dramatic changes desperately especially in the way which generates creativity, another view on the entire view situation and ensuring the right path to the right solutions. Is that why a manager's frame of reference the most enabling asset for them? Are reframing claims to be beneficial to the managers. By discussing critically the ways of reframing such as structural frame, human resources frame, political frame and symbolic frame discussed by Bolman and Deal(Bolman and Deal 1997) ...read more.

Middle

Bolman and Deal (Bolman and Deal 1997) thoroughly explained the need to take the Human Resource factor into account while reframing, restructuring or reengineering an organization. Bolman and Deal (Bolman and Deal 1997) made reference to how new organizations models are becoming " passionate' about its employees core values and creating a family like environment for both internal and external customers. This particular frame explained the importance of understanding people as they relate to the organization and its employees. Being able to effectively address the needs of both will result in a satisfied worker and a multi-talented and gifted company. A reference to Manslow's Hierarchy of needs was used to examine the importance of Human Resource Frame. Manslow pointed out that people have needs ranging frame basic safety and shelter to the desire for respect, satisfaction, and a sense of accomplishment. To maximize the Human Resource Frame Bolman and Deal (Bolman and Deal) offered the following suggestions: Develop a Human Resource philosophy; invest in your employees; empower them; and redesign their jobs. An effective manager will have the ability to recognize that needs of the organization and the needs of the employees are interconnected and should be taken into account during the reframing process. Although when the organization has already comply with the Human Resource Frame, it is sometimes still under constrained by lack of motivation and inspiration, it can be the cause of the complexity of the organization itself. ...read more.

Conclusion

Invoking this excitement while inspiring employees to join in sharing the vision of the organization should be the ultimate goal of this frame. Bolman and Deal(Bolman and Deal 1997), summarized the definition of symbols used with in an organization as the "internal glue, helping participants cope, find meaning and play their role without reading the wrong lines, upstaging the lead actors, or confusing tragedy with comedy." In conclusion that an effective management is dependant upon how well managers are able to understand and utilizes the four frames. Reframing Organizations is, being able to change the environment, culture, and views of the organization while taking into account internal as well as external customers. Reframing involves change and being able to look at an organization from more than one perspective. According to Bolman and Deal(Bolman and Deal 1997), being able to shift from one lens to another makes situation manageable. Because of the "Organizational Big Bang" the informational revolution, the globalization of economies, the fall of " yesterdays' organizations, etc.) Organizations have been faced with the take of reframing their organizations in order to reduce the risk of failure. The task of reframing is not an easy task to accomplish but believes it offers a starting point and some helpful tips to areas to take a closer look at. "The ability to reframe experience enriches and broadens a manager's repertoire." Therefore A manager's frame of reference is his/her most enabling asset". ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    Sainsbury's organizational structure.

    5 star(s)

    On the other hand management style acts as the blood circulation system, which provides the whole system with the best ingredients of leadership. So as these three systems are interrelated, similarly the organization structure, culture and style are interrelated. (A1)

  2. Assess the view that bureaucracy is the most efficient form of organization.

    so that they can effectively control behaviour within an organization. Rules are formal written instructions that specify actions to be taken under different circumstances to achieve specific goals. SOPs are specific sets of written instructions about how to perform a certain aspect of a task (Kast et al.

  1. Managing Human Resources in Marks & Spencer.

    6.5 The Proposed Human Resource Management Initiatives conceptual framework also underscores the vital role of education, training and development in the envisioned network organisation. In this organisation, continuous learning is a prerequisite to successful job performance and organisational effectiveness. Employees must be able to learn work, developing effective technical and

  2. John Smithers at Sigtek - Organizational Behavior

    Recommendation I recommend that Smithers begin by pursuing a collaborative strategy with Patricof since this strategy has the highest probability of saving Smithers' job and then pursue an overtly hostile strategy if the collaborative effort fails. As previously mentioned, Smithers could implement this strategy by meeting with Patricof finding common

  1. The human resource function

    The main sectors are Wholesales/Retail (19%), Health and Social work (16%) and Financial and Business services (12%). This means that Boots will be able to draw from a large pool of people who have service skills. Occupations 1997 1999 2000 2001 2003 KEY Managers And Administrators 16.8 17.4 17.6 17.9 18.3 Professional Occupations 9.8 9.4 9.5 9.6 9.8 GROWTH Ass.

  2. A comprehensive overview and an analytical insight into human resource management at Barclays bank ...

    Since Barclays bank opened all the staff that are now managers and supervisors or directors all once used to be just cashiers and they built their way up to those positions. So most of the employees are not graduates but there are few that are because all the systems have

  1. Do effective managers also need to be good leaders?

    So far it would appear that an effective manager does have to be a good leader, or maybe an effective leader requires good managerial skills? This will be an interesting point I will be hoping to discover through this report.

  2. manging theories and globalization

    These individuals are believed to have a special visionary and driving force which allows them to inspire their employees to greater efforts, usually resulting in extraordinary performance turnarounds (Craig & Yetton 1995, p.1185). Globalisation and Theories Haque (2002, p.103) interprets globalisation as a process of integrating nations, societies, peoples, and

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work