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Reframing Organizations , 3 rd ed.

Reframing Organizations , 3 rd ed. Introduction. Virtues and Drawbacks of Organized Activity The Curse of Cluelessness Strategies for Improving Organizations: The Track Record Theory Base Frames and Reframing. Are top managers clueless?.

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Reframing Organizations , 3 rd ed.

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  1. Reframing Organizations, 3rd ed.

  2. Introduction • Virtues and Drawbacks of Organized Activity • The Curse of Cluelessness • Strategies for Improving Organizations: The Track Record • Theory Base • Frames and Reframing

  3. Are top managers clueless? • CEO Jeff Skilling thought Enron was “in excellent shape” when he quit a few months before it collapsed

  4. Are top managers clueless? • Joseph Berardino, CEO of Enron’s auditor, Andersen Worldwide, said no one told him some of his partners thought the firm was at risk in approving Enron’s aggressive accounting practices.

  5. Are top manager clueless? Roger Smith said it was a “mystery” why General Motors lost market share throughout his tenure as CEO

  6. Virtues and drawbacks of organization • Prevalence of large, complex organizations is historically recent • Much of society’s important work is done in or by organizations, but… • They often produce poor service, defective or dangerous products and… • Too often they exploit people and communities, and damage the environment

  7. Signs of Cluelessness • Management errors produces 100s of bankruptcies of public companies every year • Most mergers fail, but companies keep on merging • One study estimates 50 to 75% of American managers are incompetent • Most change initiatives produce little change; some makes things worse

  8. Strategies to improve organizations • Better management • Consultants • Government policy and regulation

  9. What is a frame? • Mental map to read and negotiate a “territory” • The better the map, the easier it is to know where you are and get around (a map of New York won’t help in San Francisco) • Frame as window: enables you to see some things, but not others • Frame as tool: effectiveness depends on choosing the right tool and knowing how to use it

  10. Structural Frame • Roots: sociology, management science • Key concepts: goals, roles (division of labor), formal relationships • Central focus: alignment of structure with goals and environment

  11. Human Resource Frame • Roots: personality and social psychology • Key concepts: needs (motives), capacities (skills), feelings • Central focus: fit between individual and organization

  12. Political Frame • Roots: political science • Key concepts: interests, conflict, power, scarce resources • Central focus: getting and using power, managing conflict to get things done

  13. Symbolic Frame • Roots: social and cultural anthropology • Key concepts: culture, myth, ritual, story, • Central focus: building culture, staging organizational drama

  14. Structural and Human Resource Frames

  15. Political and Symbolic Frames

  16. Expanding managerial thinking

  17. Conclusion • Narrow thinking  clueless managers • Multiple frames improve understanding, promote versatility • Multiple frames enable reframing: viewing the same thing from multiple perspectives

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