Kim Woods (81 4.2)

OLCU 613 Course Review Team Project

Karina Melgar, Erin Sieglock, Ellis Stokes, and John Wilde

Brandman University

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Running head: OLCU 613 COURSE REVIEW TEAM PROJECT

OLCU - 681

Table of Contents

OLCU 613 focused on reframing organizations and the four-framework approach to leadership which defines four commonly used leadership styles. Each style provides a different perspective and requires leaders to exercise different skill sets to navigate and evaluate various situations.  Relying on a specific framework would be ineffective and therefore leaders should apply different frameworks to formulate an objective evaluation of an organization.  

Organizational dynamics are defined by the structure, human resources, politics, and culture within an organization.  These dynamics impact how organizations operate and determine which leadership strategies are best suited for promoting the goals of the organization.  In order for leaders to be successful, they must acknowledge and understand each dynamic and the impact it has on organizational success. Understanding these dynamics will assist in identifying and implementing leadership strategies that will maximize effectiveness.  

When utilizing the structural framework to analyze an organization, leaders tend to rely on strategy and structural design (Bolman & Deal, 2013).  Organizations that are mindful of developing a structure that facilitates collaboration and engagement, and steers away from rigid hierarchies are more likely to be efficacious.  Creating these types of structures requires thoughtful consideration for the impact positional authority and hierarchies have on an organization.  Depending on the goals of an organization, rigid hierarchies can potentially make lower level employees feel less connected, decreasing their engagement and performance (Anderson & Brown, 2010).  Flatter hierarchies are often preferable in organizations where the focus is on creativity and collaboration.  Understanding the correlation between organizational structure and achievement can vastly improve a leader’s effectiveness.

According to Bolman and Deal (2013), “the Human Resources frame highlights the relationship between people and organizations” (p. 135).  Many organizations today invest a lot of time and energy developing reward programs and providing monetary incentives to motivate their employees.  What these organizations don’t realize is that utilizing extrinsic incentives is not as powerful a motivator as intrinsic incentives would be. Satisfying employees basic psychological needs by providing a clean, comfortable work area with sufficient breaks for meals and water also bolsters motivation and performance (Sadri, 2011).  Research has found that when companies’ hire good people, provide them with proper training, and compensate them well, there is a direct correlation between those efforts and organizational success (Delaney & Huselid, 1996). When leaders focus on people utilizing the human resource framework, they gain a better understanding of the emotional and physiological piece of management and how it impacts organizational success.  

Politics are a common and necessary part of organizational life.  The political frame forces leaders to turn the negative connotations of office politics into a force to improve the organization.  The self-centered politician is an authoritarian, while the authentic politician empowers others in effort to further their agenda. The political frame emphasizes power, conflict, and coalition to demonstrate the constructive side of a political leader.  Power is viewed from two perspectives, authority (positional power) versus empowerment (personal power). The authoritarian leader rules by their agenda causing conflict, whereas the political leader empowers others by mutual collaboration and networking.

Leaders must learn to acknowledge, understand, and manage political dynamics, rather than shy away from them.  “Politics is the realistic process of making decisions and allocating resources in a context of scarcity and divergent interests” making the organization an arena for political agendas (Bolman & Deal, 2013, p. 183).  When championed for good, politics capitalize on one’s power and influence to achieve change that benefits the people and the organization. While many perceive politics as destructive and manipulative, the authentic leader views politics as a strategy to get things done, and central to decision-making (Landells & Albrecht, 2017).  Therefore, politics can enhance both individual and group performance. Politics work when ambiguity is high, and resources are constrained. Whereas there is no room for authoritarian politics when everyone has a clear direction, collaboration is the norm, and resources are abundant. In this case, politics will hurt groups, individuals, and culture.

The symbolic frame interprets and illuminates the basic issues of meaning and belief that make symbols so powerful (Bolman & Deal, 2013).  Organizations have values, rituals, ceremonies, and stories that appeal to their workforce. These attributes create purpose and inspire employees to derive meaning from and promote the organizational culture.  Symbolic meanings are defined by how people perceive an organization rather than what they think an organization actually involves (Van Hoye & Saks, 2011). Moreover, the motivation this creates can lead to goal development and achievement. Stories and symbolism act to inspire people which creates connectivity between people and organizations.  This type of connectivity can result in benefits for both the individuals and the organization.

The symbolic frame is important as it recognizes the often intangible qualities that motivate employees and drive performance in an organization.  People are attracted to symbolic traits because they enable them to maintain their self-identity, to enhance their self-image, or to express themselves (Van Hoye & Saks, 2011). From a symbolic perspective, organizations are judged as much on appearance as on outcomes. The right drama gives audiences the performances they expect, while the production aspect reassures, fosters belief in the organization’s purposes and cultivates hope and faith (Bolman & Deal, 2013).

Using “Jungle” as a metaphor for an organization, in the jungle leaders tend to yield their power towards self-interests producing chaos and conflict.  To avoid this tendency, leaders must be objective and evaluate their organizations from multiple perspectives. Utilizing different leadership techniques to address situations and being able to recognize circumstances that may be problematic will facilitate that end.   Only when leaders understand the dynamics of an organization can they implement lasting change. As leaders, how we frame situations impacts our decisions, processes, and successes.  

References

Anderson, C., & Brown, C. (2010). The functions and dysfunctions of hierarchy, Research in

Organizational Behavior. Science Direct, 1-35.

Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations: artistry, choice, & leadership

(5th ed.). San Francisco, CA, US: Jossey-Bass.

Delaney, J. T., & Huselid, M. A. (1996). The Impact of Human Resource Management Practices

on Perceptions of Organizational Performance. Academy of Management Journal,39(4),

949-969. doi:10.5465/256718

Landells, E. M., & Albrecht, S. L. (2017). The positives and negatives of organizational politics: