LASA—Organizational Theory Analysis Report

Four Frame Model

Rubin Wilkins

Module 5 Assignment 2

Argosy University Los Angeles

Professor: Dale Mancini

February 15, 2017

Four-frame Model

Introduction

Bolman and Deal synthesized the foregoing leadership theory into four contemporary cognitive perspectives which they further organized into frames to assist leaders in the decision-making process in relation to each individual situation. It was their understanding that the use of such frames would assist leaders in analyzing respective events in a different manner and perspective. In essence, they provide ‘windows’ that enhance the leaders’ to have a broader understanding of the challenges being faced by the organization and solutions that are potentially available. This insightful piece therefore proceeds to help in understanding the frames.

The Four-Frame Model of leadership is a creation stemming from the meshing of various organizational theories to form a wide-encompassing one. These consolidated theories include; the trait theory, power and influence theory, situational and contingency theory, and the behavioral theory (Bateman, 2007). They have been developed over a span of many years. The multiple perspectives emanating from the various theoretical underpinnings are the ones termed as frames by the two theorists; through which an organization is viewed by the leaders and other related persons. These ‘windows’ further operate to bring an organization into focus and subsequently serve as filters which offer the leaders order and assist them in making decisions. Furthermore, the frames comprise of the structural frame, human resource frame, political frame and the symbolic frame. Each individual frame represents a perspective

accompanied by its own assumptions and attributes.

The structural frame is used in viewing the world from an orderly point of view furnished with a multiplicity of rules and procedures. The human resource frame then comes in to assume that goals are best achieved through the meeting of organization members’ needs and fully appreciating the workforce as fundamental part of the organization. The political frame appertains to the conflicts, alliances and bartering of respective parties to properly use and allocate the scares resources owned by and charged to the organization. Finally, symbolic frame relates to the issues of culture, symbols and rituals of an organization as opposed to the established rules and procedures.

Theme among articles

Song, Kim and Kolb (2009) set out to research on the effect of learning an organization’s culture and the established linkage between interpersonal trust and the general commitment to an organization. The sample used in this study was primarily obtained from various employees working to conglomerate entities of Korea. Resultantly, it was established that learning an organization’s culture worked as a mediating factor in the explanation of associations between organizational commitment and interpersonal trust. A number of recommendations were therefore put forward in regard to the implications towards the development of human resource and the inherent practice.

Additionally, the team led by Padma (2009) set out to ascertain the existence of a relationship between organizational culture and organizational commitment in private and public organizations. This saw the use of a sample comprising of 100 employees chosen from different organizations. The study led to the finding that a better understanding of the resultant impact of various cultures on similarly different types of commitment (Padman & Nair, 2009). These suggestions have with them a serious implication for organization managers and researchers alike; to create an organizational culture in which employees become more committed.

A further study was conducted to impute that it is necessary for organizations to understand, predict and influence the behavior of others that it has relations. Such influences are theorized by Bolman and Deal could either be of a conflicting nature or mutual understanding (APA, 2002). This theory on organizational behavior serves to address the reciprocal effect of social organization in terms of aspirations, attitude and general behavior of the organization. In addition to this, the study indicated and offered in-depth explanations of the relationship between an organization and the exiting economic, social, political and environmental factors; commonly referred to as PESTEL. The study was largely focused on denoting exactly how organizations can work towards shaping and influencing their relationship in a positive and beneficial manner. This takes one back to the initially mentioned issue of organizational behavior as influences by the various organization members and the need to look into their mannerism. More importantly however, is the mannerism of decision makers within the organization. The organization’s challenges, problems and opportunities will only be addressed appropriately if such organization decision makers have the right mindset in developing the most appropriate strategies.

The advent of social responsibility among corporate entities has brought about a new phenomenal in the business world. As studies, have shown, this is a responsibility that is not only socially expected by equally imbued in the rules, procedures and work ethics of existing entities (Mathis, 2008). Organizations are today expected to conform to the relatively new business dispensation requiring them to undertake their endeavors in a manner that is conventionally acceptable and also give back to the community that has ensured its sustained existence. The study undertaken by Mathis. A delved into the concept of corporate social responsibility and its relation to the rules and procedures set out by each individual organization and the larger business industry.

Similarities and differences in theme presentation

The studies discussed above have several similarities and differences. The main similarity among all the studies discussed herein is the acknowledgment and indication of decision-makers playing a vital role in eventual undertakings and perspective of an organizations. It is upon these organization leaders to have a proper understanding of the prevailing state of affairs in relation to the pertinent issue mentioned above in order to properly strategize their way forward. Failure to do have sufficient understanding of the imperative aspects only works in organization’s detriment and possible failure in certain areas of concern. This then leads to the second similarity among the various themes; reiterating the importance of approaching the inherent issues with utmost diligence. On the other hand, the themes are seen to have been presented differently in terms of data collection methods and used samples. While other themes were solely based on the findings received from samples made up of several employees; others had their focus on the actual organization leaders. The specific aspects of concern that eventually affect organizations were also looked into differently among the various studies, hence the different manner of presenting the findings.

Importance of applying four-frame model

Application of the four-frame model is imperative due to a myriad of reasons. The most apparent reason for its application is the wide-encompassing effect and approach that it is attributed with. Rather than deal with each theoretical understanding individually, the four-frame model offers one a wide scope through which the constituent issues of an organization are assessed and analyzed. Bolman and Deal came out clearly by stating that this model offered the various pivotal frames which essentially served as windows through which individual perspectives are formed. The model offers one a proper insight into fundamental aspects of any organizations-political, cultural, human resource, structural and symbolic. These four factors form the very basis of any organization and their understanding enables one to address the inherent issues appropriately. When applied, it is almost impossible for an organization to remain lacking or wanting in the pivotal aspects of its existence and operations. The model caters for the procedural aspect of an organization, its cultural identity, business interaction with other parties of interest and importance of the workforce.

Impact on successful management and leadership

Following the detailed explanation of the model’s importance, one then wonders what the eventual impact of its application is. A whole set of empirical studies have also been commissioned towards the established of the model’s subsequent impact; with the brunt of these studies concluding that organization leaders become better placed to make the most appropriate decisions with the application of this model. The theory itself was espoused after decades of research and studies; hence its thorough nature. Consequently, it offers the leaders an in-depth understanding of their organizations and how best to strategize their operations. In this regard, the leaders know have a better understanding of which cultures to hold onto or not, the best way to treat and relate with their workforce, the accomplishment of tasks being undertaken and general relations with other parties of interest (Song, Kim & Kolb, 2009). With such successful management of organizations through the application of the four-frame model, leaders develop a great reputation in their respective fields due their tendency to have impeccable careers in the organizations that they work for.

References

Association, A. P. (2002). Ethical principles of psychologists and code of conduct: AmericanPsychological Association.

Bateman, T. (2007). Management Leading and Collaborating in a Competitive World. Business101. 7(12). 1.

Charan, R. (2006). Home Depot’s blueprint for culture change. Harvard Business Review, 84(4), 60–70.

Castilla, E. J., & Benard, S. (2010). The paradox of meritocracy in organizations. Administrative Science Quarterly, 55(4), 543–576.

Mathis, A. (2008). Corporate social responsibility and public policy-making: perspectives, instruments, and consequences: University of Twente.

Song, J. H., Kim, H. M., & Kolb, J. A. (2009). The effect of learning organization culture on the relationship between interpersonal trust and organizational commitment. Human Resource Development Quarterly, 20(2), 147-167.

Padma, R. N., & Nair, V. (2009). Organizational culture and its impact on organizational commitment in public and private organizations. Global Management Review, 4(1), 32–39.