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Reframing Organizations , 3 rd ed.

This chapter explores the integration of different frames for effective management practice, including the realities of managerial life, the multiple realities of organizations, matching frames to situations, characteristics of effective managers and organizations, and managers' frame preferences.

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Reframing Organizations , 3 rd ed.

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  1. Reframing Organizations, 3rd ed.

  2. Chapter 15 Integrating Frames for Effective Practice

  3. Integrating Frames for Effective Practice • Life as Managers Know It • Across the Frames: Organizations as Multiple Realities • Matching Frames to Situations • Effective Managers and Organizations • Manager’s Frame Preferences

  4. 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

  5. Across the Frames: Organizations as Multiple Realities • Four Interpretations of Organizational Processes • Doctor Fights to Quit Maine Island

  6. Organizations as Multiple Realities

  7. Organizations as Multiple Realities

  8. Organizations as Multiple Realities

  9. Matching Frames to Situations • Choosing a Frame • Commitment and motivation • Technical quality • Ambiguity and uncertainty • Conflict and scarce resources • Working from bottom up

  10. Table 15.2 Choosing a Frame

  11. 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

  12. Table 15.3Effective Organizations

  13. Table 15.3 (continued)Effective Organizations

  14. Table 15.4Challenges in Managers’Jobs

  15. Table 15.4Challenges in Managers’Jobs

  16. 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

  17. 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

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