HROB 4000 Chapter week 10: HROB 4000 – week 10

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University of Guelph
Human Resources and Organizational Behaviour
HROB 4000
Nita Chhinzer

HROB 4000 – week 10 Chapter 15 – Integrating Frames for Effective Practice - Harmonizing frames and crafting incentive responses to new circumstances is essential to both management and leadership - This chapter discusses: o How to choose the way you frame a situation? o How to integrate multiple lenses in the same situation? o What happens when people diverge in viewing the same challenge? o How to align perspectives with specific situations? Life as Managers Know it - Misconstrued image of mangers as perfect, calm, rational, unruffled beings; this is wrong - In deciding what to do next, mangers operate largely on the basis of intuition and deriving from experience - Too swamped and busy to spend much time thinking, analyzing, or reading, most info comes from meeting, internet, or on the fly - They want to solve problems but, when these problems are ill defined and options are unclear, control is an illusion and rationality is an afterthought Across Frames: Organizations as Multiple Realities - Multiple realities sometimes cause confusion and conflict as individuals see the same event through different lenses Matching Frames to Situations - Given a situation one cognitive map may be more useful than another - At a strategic crossroads, a rational process focused on gather and analyzing information may be exactly what is needed - Choosing a frame to size things up, or understand others’ perspectives, involves a combination of analysis, intuition, and artistry - These questions cannot be followed mechanically, but they can augment and guide the process of choosing a promising course of action - Finding a workable strategy is a matter of playing a game of probabilities Effective Managers and Organizations - First look at 4 influential guides to excellence o In Search of Excellence – Peters and Waterman o Built to Last – Collins and Porras o Good to Great – Collins o Great by Choice – Collins and Hansen - Then 3 studies of managerial work are reviewed o The General Managers o Managing Public Policy o Real Mangers - Finally, look at studies of mangers’ frame orientations to see whether current thinking is equal to present day challenges Organizational Excellence - In Search of Excellence explored the question of what do high-preforming corporations have in common? Study consisted of more than 60 large companies I n6 major industries (high-tech, consumer products, manufacturing, service, project management, natural resources). The companies were chosen on a basis of objective performance indicators and judgement of knowledgeable observers - Built to Last explored visionary companies but tried to address 2 methodological limitations in the study above, a comparison group - Good to Great used a comparative approach similar to Built to Last, but instead focused on different criterion for success: companies that had made a dramatic breakthrough from middling to superlative and compared them with similar companies that had remained ordinary. Great by Choice looked at companies who had dramatically outperformed the stock market - Roughly 7-8 characteristics were yielded form these studies describing excellent visionary companies The Effective Senior Manager - Kotter – focused on individuals who hold positions with some multifunctional responsibility for a business - Lynn – analyzed 5 sub-cabinet-level executives in the US government - Lynn and Kotter – described leaders who focused on 3 basic challenges: setting an agenda, building a network, ad using the network to get things done - Luthans, Yodgetts, and Rosenkrantz – looked at middle management and found that they spend less time grappling with complexity and more time on routine Managers’ Frame Preference - The ability to use multiple frames was a consistent correlate of effectiveness - Effectiveness as a manager was correlated with the structural frame, whereas symbolic and political were more indicative of a leader Chapter 16 – Reframing in Action – Opportunities and Perils - How participants frame their circumstances is fateful for the outcomes - What’s really going on here? What options do you have? What script does the situation demand? - Each of the frames generates its own possibilities, creatively translated into alternative scenarios DONE WRONG *** “slams desk and demands him to leave because it’s hers” *** - Marshall places heavy emphasis on her formal authority and the chain of command - Risks long-term tension with her new subordi
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