Structural Frame. Because of globalization, competition, technology, customer expectations and the workforce, organization throughout the world are reengineering and coordinating their structural patterns. Leaders of these organizations are faced with the challenge of determining which form of coordination will work best for the organization. Bolman and Deal (Bolman and Deal 1997) refer to two types of coordination in their discussion of the structural frame: Vertical coordination and lateral coordination. Vertical coordination is more strict and formal and higher level managers control the work of their subordinates where as Lateral coordination is less formal and allows for greater flexibility. Dependent upon the nature of the business, the type of coordination that a manager selects may differ. According to Bolman and Deal (Bolman and Deal 1997), this selection process can either enhance or constrain an organization’s accomplishments. When structuring an organization, managers are face two questions, how to allocate work and how to coordinate different roles and units. Mintzberg differentiates five major components in organizational structure: the strategic apex, the middle management, the operating core, the techno structure, and the support staff. Different configurations of these components lead to different organizational forms: simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. Organizations must constantly adjust their structures to adapt to the enviroment shifts, technology changes, organizational grow, and leadership changes.
The Human Resource Frame is the most pertinent frame that should be considered, understood and maximized. 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. The main reasons of this complexity are people and the difficulty to understand and predict their behavior. The interaction between and among individuals makes relationship more complicated to determine and comprehend.
The Political Frame, interest of diverse individuals, scarce resources, conflict, power, and negotiation make up this political frame. There are many interests represented within an organization. What they are contending for is power and a cut of these “scarce resources” to further promote their interest. This frame brings to mind that old adage that power and money rules the world. If you possess one you will most likely have the other or in a position to gain it. The Political Frame suggests that those who are fortunate enough to acquire the power is declared the winner. Bolman and Deal(Bolman and Deal 1997), said that mangers within this frame need to possess political savvy in order to set agendas, map out political territories, analyze mobilization possibilities and anticipate competitors’ moves. The question is not whether organizations will have politics but rather what kind of politics they will have. Politic and be constructive and can also be destructive vehicle for achieving organizational goals. The importance of organizational change and effectiveness depend on managers’ political skill. Constructive politicians recognize and understand political realities, they know how to fashion agendas, create networks of support, and negotiate effectively with both allies and adversaries. An efficient manager should be able to balance this political arena in order to insure this Political Frame doesn’t destroy the organization.
The Symbolic Frame. This frame works in conjunction with the Human Resource Frame in that it also addresses the needs of the employees. According to Bolman and Deal(Bolman and Deal 1997), this frame gives employees something to believe in; gives them a sense of self worth; and ultimately will help with the self-actualization needs discussed in Manslow’s Hierarchy of Needs. Symbolic gestures such as offering encouragement, empowering employees, and leading by example are some of the possibilities discussed within this frame. Rewarding employees and offering incentives are more tangible symbols that can be used to get people excited and interested in carrying out the mission of the organization. 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”.
