Bolman & Deal Reframing Organizations Chapter 3 by Heather B https://padlet.com/heatherbalsiger/hbk8k5o5z87v Getting Organized en-us 2020-03-04 20:39:16 UTC 2024-12-30 16:42:40 UTC hello@padlet.com Group Work heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454668294 All members have to do their jobs well, but expectations vary]]> 2020-03-04 20:45:39 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454668294 Individual strengths & characteristics help determine assignment heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454668526 2020-03-04 20:46:05 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454668526 A Core Premise of the Structural Lens (p.47) heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454668781 The right combo of goals, roles, relationships & coordination is essential to organizational performance.]]> 2020-03-04 20:46:33 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454668781 The right structure combats the risk that individuals, however talented, will become confused, ineffective, apathetic or hostile. (p.47) heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454669224 2020-03-04 20:47:21 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454669224 STRUCTURAL FRAME heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454669700 2020-03-04 20:48:11 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454669700 6 Assumptions of the Structural Frame (p.48) heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454671355
  • Organizations exist to achieve established goals & objectives & devise strategies to reach those goals.
  • Organizations increase efficiency & enhance performance through specialization & appropriate division of labor.
  • Suitable forms of coordination & control ensure that diverse efforts of individuals & units mesh.
  • Organizations work best when rationality prevails over personal agendas & extraneous pressures.
  • Effective structure fits an organization's current circumstances (including its strategy, technology, workforce & environment).
  • When performance suffers from structural flaws, the remedy is problem solving & restructuring.
    • ]]>     2020-03-04 20:51:14 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454671355     2 Principal Intellectual Roots (p.48) heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454673569
  • The work of industrial analysts bent on designing organizations for maximum efficiency (Frederick Taylor)
  • Max Weber's (economist & sociologist) work with formal organization.  Patriarchy ruled at the time (beginning of 20th century), until Weber described "monocratic bureaucracy", which introduced: fixed division of labor, hierarchy of offices, set of rules governing performance, separation of personal from official property & rights, use of technical qualifications, employment as primary occupation & long-term career
    • ]]>     2020-03-04 20:54:38 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454673569     Strategy (p.50), as per Mintzberg (1987): heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454676648
  • Plan:  a conscious & intentional course of action
  • Perspective:  an organization's way of framing where it wants to go & how it intends to get there
  • Pattern:  a consistent pattern of decisions
  • Position:  the way an organization positions itself in relationship to its environment
  • Play: a plan or decision whose purpose is to provoke a reaction from competitors
    • ]]>     2020-03-04 21:00:06 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454676648     Provides the architecture for pursuing an organization's strategic goals (p.51). heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454678184 2020-03-04 21:03:15 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454678184 Is a blueprint for expectations & exchanges among internal players (p.51) & external constituencies heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454678483 2020-03-04 21:03:49 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454678483 STRUCTURE heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454679044 2020-03-04 21:04:53 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454679044 Both Enhances & Constrains what an Organization can do (p.52) heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454679635 2020-03-04 21:05:57 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454679635 Does NOT have to be machine-like or inflexible (p.52) heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454681583 2020-03-04 21:09:40 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454681583 2 Central Issues: heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454683683
  • How to allocate work (Differentiation)
  • How to coordinate diverse efforts after parceling out responsibilities (Integration)
    • ]]>     2020-03-04 21:12:46 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454683683     Division of Labor is the Keystone (p.53) heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454686108 2020-03-04 21:15:47 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454686108 A Job (or position) Channels Behavior by Prescribing what Someone is to do (or not do) to accomplish a task (p.54). heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454687187 Prescriptions take the form of job descriptions, procedures, routines, protocols, or rules.]]> 2020-03-04 21:17:54 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454687187 Can be burdensome, leading to apathy, absenteeism & resistance heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454688447 2020-03-04 21:20:28 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454688447 Help ensure predictability, uniformity & reliability heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454688869 2020-03-04 21:21:19 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454688869 Basic Options for Grouping People into Working Units (p.54) heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454690509
  • Function
  • Time
  • Product
  • Customer
  • Place
  • Process
    • ]]>     2020-03-04 21:24:39 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454690509     Vertical Coordination heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454691934
  • Higher levels coordinate & control the work of subordinates through:  authority, rules & policies, and planning & control systems
  • Generally better in stable environment, where tasks well understood & predictable & uniformity is essential
    • ]]>     2020-03-04 21:27:57 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454691934     Lateral Coordination heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454692353
  • Often less formal & more flexible than authority-based systems & rules  
  • Formal & informal meetings, task forces, coordinating roles, matrix structures, & networks
  • Work best for complex tasks performed in turbulent environment
    • ]]>     2020-03-04 21:28:53 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454692353     Basic Structural Options Exhibit 3.1 heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454694699 2020-03-04 21:34:07 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454694699 Structural Imperatives Exhibit 3.2 heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454703723 Every organization needs to respond to a universal set of internal & external parameters. ]]> 2020-03-04 21:53:27 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454703723 All of these combine to point toward an optimal social architecture (p.64) heatherbalsiger https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454704375 2020-03-04 21:55:04 UTC https://padlet.com/heatherbalsiger/hbk8k5o5z87v/wish/454704375