Bolman and Deals Reframing Approach - Essay Example

Bolman and Deal’s Reframing Approach for Analysis of Case Study Student’s Name: University: Bolman and Deal’s Reframing Approach for Analysis of Case Study Management and leadership are multifaceted concepts that bear great relevance in varying sectors of the healthcare system. The concepts also involve human resource issues with specific reference to the skills that managers need to have in order to be effective in a health system (Barth, 2004). Context has impact on organizational activities and, when it is not acknowledged in managerial decisions, the effectiveness of management often declines (Levine, 2003). This paper will look at the case study presented within the framework of Bolman and Deal’s reframing approach. Context can be described as the constraints and situational opportunities that have an effect on the meaning, occurrence and nature of organizational behavior and, they also influence the functional relations between organizational variables (Morzinski, 2007). The cases study describes a situation where a healthcare organization is undergoing restructuring. Consequently, new management is coming to play implying that a new frame of mind will be taking charge of organizational activities. In Reframing Organizations Green (2010) states that Bolman and Deal define a frame as a particular set of assumptions and ideas that one has in their head to help them in negotiating and understanding a certain territory. This definition is applicable to organizations undergoing reframing. I feel like it is time that my sector in healthcare fights back. Some of the ideas I have in my mind concerning reframing include knowing that managers should understand the special context or environment in healthcare institutions. As a way of facilitating this, I reason that clinicians should be under the management of other clinicians. This way, the manager understands the context because he lives it. According to Bolmand and Deal (Green, 2010), a good frame is the key to understand what they are going up against. Following this line of thought, one can then make effective decisions on what to do about the situation at hand. I know that I am going up against management that understands little about what clinicians are meant to do thus, the reason for clinicians’ workdays being filled with paperwork on safety, activity reporting, risk management, difficult staff and activity reporting. Having an effective frame is critical to productive performance of the organizations because there are no preset computerized systems that guide actions. Instead, managers are meant to develop and establish organizational maps (Bolman & Gallos, 2011). The accuracy of these maps is dependent on the understanding that the manager has of the context. Even if one has the accurate map, they will still need to follow a systematic procedure to ensure effectiveness. Going slow allows the manager to make necessary modifications as they encounter different situations along the way. The goal behind this type of strategy is to have fluid expertise that enables the manager to make decisions properly. In the arguments presented by Bolman and Deal (2003), it is evident that effective management is majorly dependent on understanding the dimensions of organizational control. Accordingly they are meant o use more than one perspective in understanding the organization. Bolman and Deal (2002) propose and four frame model. One of the frames is structural, which is inclusive of the policies, goals, rules and roles that guide or drive behavior within the organization. Another is human resource which organizational and human needs are aligned with focus on the relationships between them. Political frames feature competition, conflict and power. The final one is symbolic, which is majorly focused on culture and the leader’s role to inspire others within the organization. The healthcare institution’s structural setup is such that clinicians often pressured to comply with activities that they do not want to, thus, the large amount of paperwork needed. The structural approach by Bolman and Deal (2008) involves the manager coming up with a structure that is appropriate to deal with the problems at hand. Some of the processes leading up to the structure include stating clear organizational goals, clarifying authority and its limits, managing external forces that affect the particular situation, placing focus on logic and facts as well as developing a clear environment (Leadership and management Models, 2003). These tasks will play a key role in helping clinicians and other relevant parties in understanding the special health environment and by extension, how to manage them effectively. In drawing lines of authority, I will be able to convince those involved that it is best if clinicians are managed by other clinicians. This way, the goals and tasks that are assigned will be plausible because management understands the capabilities and limits of the staff. Bolman and Deal (2002), mention that this approach is most effective when information and objectives are clear. In my view, the four frames outlined by Bolman and Deal will work in my management at different stages (Morzinski, 2007). I will employ the appropriate frame when tackling different issues. There are different issues that I have to deal with including increasing my control over my clinical practice, reducing imposed compliance activities, improving understanding of health management, ensuring that clinicians are put in managing positions for other clinicians, managing conflicts and generally improving clinical practice. Organizations are inherently deceptive, ambiguous and complex. As such problems that organizations are also complex. This is why I chose to employ multiple frames in dealing with the problems (Leadership and management Models, 2003). In order to deal with issues arising from complexity and ambiguity, managers need to have established dynamic mental maps that allow them to anticipate problems and deal with them. Under the previous management, the maps were faulty such that they did not foresee the consequences of forcing compliance. As new management, I will encounter problems with convincing other clinicians that the culture has changed (Fullan, 2001). In the process of doing so, higher management may also have issues with the alteration of activities involving the organization. However, changing the environment will be important in ensuring that there is a reduction of issues to do with difficult staff, risks, activity reporting and safety. I will also face a challenge in approaching the situation with an open mind especially since the organization before has been characterized by force. Bolman and Deal (2008) mention that through personal theories can guide a manager on what to pursue and what to ignore, they can also block management from recognizing and improving on errors. This can be corrected by the ability to reframe issues. Becoming a manager means that my relationship with my colleagues has changes so that I am a leader. This means that I need to guide and inspire them to ensure that their work is productive. The effectiveness of the relationship will help in improving the organizational structure. Among the models described by Bolman and Deal (2008) as vital to understanding the organization is human resource. This deals with the relationship between the organizations and human resource. As a Deputy Director of Clinical Services, I will make my position work better by acting as a liaison between clinicians and the whole organization ensuring that communication between the two clear and effective. This will result in the development of clear and well-comprehended goals, relationships and roles (Quang, 2011). With clear roles set, incidents of non-clinicians imposing compliance activities will be reduced and eventually eliminated. Other activities that I will engage in to ensure that my role works better is to enforce policies that stipulate the need for expectations of clinicians to be issued officially. This will involve differentiating the tasks of clinicians (Hanson, 2006). One of my major tasks will be to improve the relationship between the clinicians by creating closer teamwork. Professional bureaucracies often respond slower to change that is brought in from external sources. Consequently, my position from within the healthcare institution will put me in a better position to effect greater change. However, it will still be a great challenge and it may cause conflict. One of my reasons for wanting to join management was so that the voice of clinicians could be heard. As the acting director, I will no longer be the spokesperson for my former colleagues but rather the ear that ought to listen to their problems and issues. Bolman and Deal (2003) argue that the four frames help in interpreting processes involved in an organization as well as implementing revisions made to the organization. Interpreting the processes will help me pinpoint the particular activities or processes that have caused problems to clinicians. From this, I can make revisions that will then be implemented. Another dimension of my relationship with my former colleagues that will be introduced is that I will be their representative in negotiations. Some of the proposals and ideas that I have for improving the situation for clinicians will need to be negotiated with top management (Hanson, 2006). I will not only need to reframe my thinking but to reframe my leadership as well. This will be instrumental in making my new role work for the better and ensure higher chances of success. Within each of the frames, Bolman and Deal (2003) describe certain leadership qualities that are evident when adopting each frame. Just like with the frames, I will take a multiple leadership approach depending on the situation. The leadership qualities include rethinking the relationship of the environment, strategy and structure, focusing on implementation, doing enough research, experimenting, evaluating and adapting to changes, empowering and communicating the needs and beliefs of those I represent (Quang, 2011). Bolman and Deal (2008) point out that the ability to frame and reframe put a manager in a better position to negotiate. The authors continue to say that the essence of reframing is t enable the examination of a similar situation from different perspectives. These viewpoints are structural, human resource, political and symbolic and they allow one to develop a holistic perspective of the situation and, by extension, a holistic solution. Each of the views has advantages and blind spots, which can be taken care of by other frames. Clinicians should be managed by someone who has a first-hand understanding of their situation thus, they will be able to merge dynamic strategies with core values and respond to conflicting trajectories in problems and organizational practice (Hanson, 2006). References Barth, R. (2004). ‘Chapter 11: Culture in Question.’ In Reframing organizations: Artistry, choice and leadership, 3 rded. (pp. 3­19). San Francisco: Jossey­Bass. Bolman, L., & Deal, T. (2002). Reframing the path to school leadership: A guide for teachers and principals. Thousand Oaks, CA: Corwin. Bolman, L., & Deal, T. (2003). ‘Chapter 1: Introduction the Power of Reframing.’ In Reframing organizations: Artistry, choice, and leadership, 3rd ed. (pp. 3­19). San Francisco: Jossey­Bass. Bolman, L., & Deal, T. (2003). Chapter 17: Reframing leadership. In Reframing organizations: Artistry, choice, and leadership, 3rd ed. (pp. 334­366). San Francisco: Jossey­Bass. Bolman, L., & Deal, T. (2003). Chapter 20: Change and leadership in action. In Reframing organizations: Artistry, choice, and leadership, 3rd ed. (pp. 409­430). San Francisco: Jossey­Bass. Bolman, L., & Deal, T. (2003). Chapter 21: Epilogue. In Reframing organizations: Artistry, choice and leadership, 3rd ed. (pp. 431­434). San Francisco: Jossey­Bass. Bolman, L.G., & Deal, T.E. (2008). Reframing Organizations: Artistry, Choice, and Leadership (4th Ed). San Francisco, CA: Jossey-Bas Bolman, L.G., & Gallos, J.V. (2011).Reframing Academic Leadership: Chapter 1. Sample Chapter. Retrieved from http://www.departmentchairs.org/Sample-Chapter/academic-leadership-challenges.aspx Fullan, M. (2001). Chapter 12: Understanding Change. In Reframing organizations: Artistry, choice, and leadership, 3 rd ed. (pp. 3­19). San Francisco: Jossey­Bass Green, D. (2010). Reframing Organizations Artistry, Choice, and Leadership (Summary and activities relating to educational organizations). Retrieved from http://www.drdouggreen.com/wp-content/Reframing-Organizations.pdf Hanson, L. (2006). Creating Organizational Learning and Change Using Bolman’s and Deal’s Four Frames of Organizations. Colorado State University. Retrieved from http://leahanson.com/uploads/Creating_Organizational_Learning_and_Change.pdf Leadership and management Models. (2003). Retrieved from http://coe.winthrop.edu/blackburnb/EDCI%20636/Four%20Frame%20Model.pdf Levine, M. (2003). Chapter 20: Teaching All Students. In Reframing organizations: Artistry, choice, and leadership, 3 rd ed. (pp. 3­19). San Francisco: Jossey­Bass. Morzinski, J. (2007). A Practical Approach to Build Leadership Effectiveness. Medical College of Wisconsin. Retrieved from http://www.iamse.org/development/2007/was_031307.pdf Quang, N. D. (2011). Book Review. Journal of Business Studies Quarterly. 2(3), 99-100. Retrieved from http://jbsq.org/wp-content/uploads/2011/06/June-2011-K.pdf Read More