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Reframing Organizations , 4 th ed. Chapter 15. Integrating Frames for Effective Practice. Integrating Frames for Effective Practice. Life as Managers Know It Across Frames: Organizations as Multiple Realities Matching Frames to Situations Effective Managers and Organizations
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Chapter 15 Integrating Frames for Effective Practice
Integrating Frames for Effective Practice • Life as Managers Know It • Across Frames: Organizations as Multiple Realities • Matching Frames to Situations • Effective Managers and Organizations • Managers’ Frame Preferences
Life as Managers Know It • Myth: • Managers are rational, spent time planning, deciding and controlling • Organized, in control, unruffled • Reality • Management life is hectic, frantic, constantly shifting • Too busy to read or even think • Rely on intuition and hunches for many of the most important decisions • Hassled priests, modern muddlers, wheeler-dealers
Across Frames: Organizations as Multiple Realities • Four Interpretations of Organizational Processes • Doctor Fights to Quit Maine Island
Matching Frames to Situations • Choosing a Frame • Commitment and motivation • Technical quality • Ambiguity and uncertainty • Conflict and scarce resources • Working from bottom up
Effective Managers and Organizations • Characteristics of Excellent/Visionary Companies • Embrace paradox • Clear core identity • Effective Senior Managers • Highly complex jobs requiring diverse skills • Political dimension is critical • Effective middle managers • Structural and human resource skills help performance, but political skills help you get ahead
Table 15.3Characteristics of Excellent or Visionary Companies
Table 15.3 (continued)Characteristics of Excellent or Visionary Companies
Manager’s Frame Preferences • Research shows ability to use multiple frames is consistently associated with effectiveness. • Effectiveness as manager – structural frame is key • Effectiveness as leader – political and symbolic frames are central
Conclusion • Managers’ daily reality is messier, less rational, more conflict-filled than is often realized • Choice of frame depends on circumstances • Managers need multiple frames to survive