Management Implications Associated with Properties of Organization - Literature review Example

Leadership and Organization Introduction According to Bertocci (2009), Leadership is de d as process where an individual has influence over other persons in a group or organization and directs them to a specific purpose and in the achievement of their goals. Leadership is different from management with leadership being more complex. Managers however are expected to possess leadership skills. Leadership is the combination of characteristics of personality traits in an individual that compels the person to inspire others to achieve goals that without the leader motivation would not normally be achieved (Bertocci, 2009). Management implications associated with properties of organization. The properties of organization in this case are considered to be complex, surprising, deceptive and ambiguous. The first management implication that is associated with the complexity of the organizations is that organization decision making is complicated since the environment is complex, resources scarce and conflict among individuals and groups is constant (Bolman & Deal, 2003). In this situation, decisions are arrived at out of piecemeal bargaining, and these decisions end up not achieving an optimal rationality. In consequence, the management tries to simplify the decision making environment to reduce pressure and improve information availability and decision making. They achieve this by coming up with programs that are standardized and perform repetitive tasks. Bolman & Deal (2003) articulate that these programs are implemented and used as long as their results bring a marginalized satisfaction. This way innovation is killed in the organization since every one follows programmed tasks spending less time and energy at work. It further leads to a situation where there is difficulty in determining guilty individuals thus blame being laid on bureaucracy. In addition the situation leads to thirst for power by the managers Organizations are also seen as being deceptive. They camouflage mistakes and surprises (Bolman & Deal 2003). The management implication associated with this aspect is that when quality initiatives fail in an organization, subordinates tend to cover up the truth behind the failure out of the fear of punishment from the bosses. Deceit may be blamed on the characters of the individuals. Complexity, unpredictability and deception of the organization generate rampant ambiguity (Bolman & Deal 2003). The management implication brought about by ambiguity is that it results to a situation whereby it is difficult to figure out what goes on in the organization, hard to generate facts or even know their meaning, incomplete or vague information with different interpretations from different people, and events scattered uncoordinated. This further affects the decision making in the organization. The management implication of the surprising aspect of the organization is that it leads to a situation whereby what is expected is different from what actually happens. It reflects a situation where the solutions to today’s problems affect the future way of doing things. The management may be in a situation whereby they make matters worse while trying to improve the current situations (Bertocci, 2009). Relationship between the properties of organization and challenges of managing organizations There is a notable relationship between the properties of on organization and challenges in management of the organization. These four properties affect the manner in which managers manage the organization by making it more challenging. First the fact that organization is complex affect the management since the complexity of the organizations results to complex decisions, making the decision making duty of managers hard. Managers therefore end up coming up with programs of making the decisions simpler. This is achieved by introduction of standards where programmed decisions are made in the organization. This step affects the whole organization negatively by killing innovation. In addition, the surprising nature of the organization results to a great challenge in management of the organization because the surprising nature places managers in a situation whereby they are not sure of whether their present decision will result to good outcomes in the future and whether their future expectations will come true. This leads to reluctance of the management in making plans and decisions that may benefit the organization in the future. At times the surprising natures of organizations lead to a world of chaos and failure for the managers (Bolman & Deal 2003) The deceptive nature is a management challenge too. This is because mistakes and challenges are camouflaged, and subordinates tending to cover up for real causes of failure thus management cannot come up with real solutions. Ambiguity also causes a great challenge to management whereby it creates a management environment full of uncertainty, where managers can not actually derive facts or even coordinate activities and people towards achievement of organizational goals. Thus, the complex, ambiguous, deceptive and surprising nature of organizations are formidably difficult to comprehend and manage, and are fallacies that cloud rather than illuminate managerial actions (Bolman & Deal 2003). Reframing perspectives Importance of reframing perspective and its help to managers’ understanding of challenges they face A frame is a mental model; a set of ideas and assumption that one carries in their head, to help understand and negotiate a particular territory (Bolman & Deal 2003). Despite organizations being computerized, managers need to have a mindset of what organizations are all about and the goals and objectives they are meant to achieve. The knowledge of the organization in turn helps them to understand the processes. Frames enable manager to have the needed information about the organization and mental maps of the organization and the managers’ quality judgments are dependent on these. Bolman & Deal (2003) argues that framing revolves around matching mental maps to current situations. Moreover, framing helps the managers to have a good understanding of the organization. This is important since in many cases management failure is traced to lack of information about the organization by the managers. Framing enable managers to have a perspective of the organization and their expected responsibilities unlike working around having no idea of the cause or expected outcomes of their decisions. The frames thus sort for the manager, the important and what is not important, maps for planning, and tools for problem solving and doing things as expected and develop strategies for moving forward (Bolman & Dell 2003). Similarly, framing helps managers understand the challenges they face by addressing them in four different frames. It therefore exposes managers to a diverse environment of the organization’s operation. Framing enables manager to understand the internal structure of the organization and challenges therein; it enables them to be aware of the world of competing for scarce resources, power and resources, people with different strengths and weaknesses and also a world of diverse culture. Key features of structural frame According to Bertocci (2009) the structural frame is mainly involved in the general architectural concept of the organization which includes design of units and sub unit, rules and roles, goals and policies. It involves all the procedures, routines, policies, responsibilities, hierarchies and all efforts that link and coordinate all the diverse activities of the organization towards a core purpose of the achievement of organizational goals (Bolman & Deal 2003). The structural frame gives the manager a clear picture of the structure of the organization and is summarized metaphor of the organization being factory or machines, central concepts being rules goals policies technology, and basic leadership challenge being attune structure to task and technology. Good analysis, leads relevant understanding of work roles and tasks, and proper coordination and integration. Key features of human relations frame The human relations frame focuses on understanding people and their relationships (Bolman & Deal 2003). From this frame, the manager is able to understand people, in reference to their diverse strengths, weaknesses, abilities, feelings, skills, fears, and development opportunities. The frame based particularly on ideas from psychology sees organizations as much like a special society that has different people with varying necessities, skills and limitations as well. The management therefore needs to understand the people in the organization since they are a contribution to the attainment of the organizational goals. The metaphor for the human resource frame is considered as family, central concepts being needs skills and relationship, and basic leadership challenge being to align organizational and human needs. The key aspect in human relations frame is for the manager to understand people who are important resources in the organization since it is usually through them that work is actually done. This frame explains that the organization is expected to know the needs of these people and meet them, train this people to enhance their performance and in return the people work hard to meet the organizational goals (Bolman & Deal 2003) Key features of the political frame Political frame view an organization as a competitive arena characterized by scarce resources, competing interests, struggles for power and advantage (Bolman & Deal 2003). It brings out an environment of diverse beliefs, values interests and behaviors, where people set agendas, negotiate, build coalitions compromise, and come up with ways of managing conflicts. The metaphor for the political frame is jungle, the central concept of the frame are power, competition, conflicts and the organizational politics, and the basic leadership challenge being to develop agenda and power base. The aim of the political frame is to prepare the management for such an environment where resources will be scarce, interests likely to be competing and potential for struggles for power and advantage. The reality of the political frame of the organization to the managers provides a good ground for creativity and innovation which in turn leads to proper disbursement of power, allocation of resources and management of conflict. This will therefore enhance the direction of efforts towards achieving the organizational goals. Key features of symbolic frame The symbolic frame mainly focuses on the culture and faith. The faith and culture shared by people brings passion and creativity. Symbolic frames, drawing on social and cultural anthropology treats organizations as theatres, temples or carnivals, abandoning the assumption of rationality which is more prominent in other frames (Bolman & Deal 2003). The frame views organization as a culture that is more directed by rituals and ceremonies than by rules, policies and managerial powers. It also views organization as a theatre where the actors take roles on organizational drama and also as bring out a spiritual side of organizations by using symbols and myths. Thus the metaphor for organization in the symbolic frame is theatre, temple or carnival, the central concept is culture, meaning, metaphor, ritual ceremony, heroes and stories, and the basic challenge for leadership is to create faith, beauty and meaning. Understanding the symbolic frame therefore enables the managers to lead the organization to the achievement of goals (Bertocci, 2009). References: Top of Form Bottom of Form Top of Form Bottom of Form Bertocci, D. I. (2009). Leadership in organizations: There is a difference between leaders and managers. Lanham, Md: University Press of America. Bolman, L. G. (2003). Reframing Organizations: Artistry, Choice, and Leadership. Hoboken: John Wiley & Sons. Read More