Organizational Reframing Plan Research Paper
- Length: 10 pages
- Sources: 7
- Subject: Business - Management
- Type: Research Paper
- Paper: #12678965
Excerpt from Research Paper :
Organizational Reframing Program
Four Frames of Organizational Reframing
Human Resource: -
Structural Contingency Theory
Structural Contingency Theory in Human Resource Management:-
Social Network Analysis
Impact of reframing plan and ethical issue's
Impact on the department being reframed:-
Impact of reframing on other departments:-
The study shows an organizational plan of a department. The aim of the study is to emphasize on how the theory of organizational life is applicable with the help of utilization of the action research process.
Reframing means to redirect or change the way of thinking and look at things with a complete different mindset. In simple terms reframing is change of plans or basic details of an idea. Looking at events from a complete different mindset helps you to avoid individual biases. It also emphasizes the importance of adjustments and flexibility in the organization. The process of reframing suggests finding out the basic details that needs to be changed. The process increases the probability of solving problems, while enabling people to be flexible in their own thinking. The process involves ongoing individual and organizational learning. Reframing provides the other way to solve the problem, more often people are stuck with the traditional way of solving the problem and doesn't think out of the box, reframing helps them do that.
Reframing organization is considered to be critical in the success of an individual and organization. Organization reframing solves the problem of dealing with the orthodox way of thinking and it lets the organization move away from the traditional age old methods of performing work. It offers a strategy and a game plan that manages the increasing diversity in the organizations. In order to improve an organization you need to understand it completely which will help you find loopholes in the organization. These loopholes should be filled by being flexible and reframing the organization.
The basic problem that occurs is the world keeps changing and the organization has to adjust itself according to these changes. Internal or external changes create a problem for the organization or sometimes even an opportunity, the organization needs to tackle the problem or grab the opportunity by adjusting itself to the upcoming changes. This adjustment is been done by reframing the organization. One of the most common external change examples would be of technological change and internal change example would be when the organization grows and needs a structural change.
The department selected to be reframed in human resource department and the statement of problem is to change the orthodox way of managing employee which can result in low morale and low productivity. To be flexible and adapt to the changing situation from time to time you need fresh mind and new ways to manage people so that the morale should be high and the end result should be more efficient labor force. Human resource department is the most important department as it decides who should work for the organization and what makes the employee happy is it salary and compensation or mere recognition, for this understanding the human resource department must be fully equipped and skilled enough to recognize these small details.
Four Frames of Organizational Reframing
The theory of organizational reframing helps the management to assess its operations thoroughly. To analyze its operation there are four commonly accepted frames of business that are structural, human resources, political and symbolic. These various frames help identify the ineffectiveness or any gaps that has to be filled and are ignored up till now.
To reframe an organization you first need to diagnose the real problem and the management must have the diagnosed picture. To diagnose the real problem the manager need to see and understand each and every perspective. What is happening on the human resource part? What is happening politically? What is going on at the symbolic front? And what is happening structurally? All these questions need to be an answered and discussed in detail so that the real problem is been defined not the symptoms of it. Many managers get caught up in the mistake of defining a symptom of the problem and solving it rather than finding out the root cause problem. This problem occurs in the result of avoiding detailed research process which the managers do in order to save time and energy but later it cost them.
In this frame the individual recognition of employees is avoided and they are separated into different business groups. Individual employees are made part of separate departments such as sales or marketing team. Goals are assigned to the department and individual contribute in teams to achieve the larger goal, instead of having individual objectives they have team and department objective which they tend to achieve and contribute to the success of the organization. The goals of the department must be in accordance with the larger business goal and the department outperform only when its goal exceeds individual goals. All the operational problems that occur can be solved through restructuring.
In this the social view of the business is been taken into account. Employees are considered as a family with each member having its own weakness, strengths and needs. These needs weakness and strength must be identified and the strategy must be mold according to it. Employees are always more productive whenever they have a satisfied feeling of accomplishing their task and their morale is up.
All decisions in this frame are the result of negotiations. In this the employees have separate interest and desires and they are competing for the limited power and resources. Organization itself is a collection of individuals or groups that have separate interest. Power is considered to be the most valuable but limited so the political frame makes the work place a jungle in which resources are limited and everybody has to compete.
This frame looks at the organization as a tribe in which most of the decision and action come from the traditions. Myths and other ceremonies drive the employee's culture in this frame of business. It is completely opposite to an organization that is driven by rules and policies.
Structural Contingency Theory
Structural contingency theory when implemented enables the organization to adjust to the environment. The theory suggests that the company must always have a plan which can be called plan B. The plan B. should be ready and implemented whenever the organization requires a change of setup. The structural contingency theory makes sure that the structure of the organization is adaptable and it also makes sure that the organization moves in direction with the corporate objective. Structural contingency theory states that the organization as an individual adapts to their environment, this adaptation is a necessary requirement for efficiency that is, to be efficient the organization needs to keep itself flexible and able to adapt and innovate according to their environment. This necessity requirement of adapting to the environment then results in a strategy which is in accordance to the current environment, this means that the strategy that is to be implemented is now in accordance with the environment.
The structural contingency theory identifies a contingency factor and then it dictates that which organization structure must be followed in order to be efficient at every level of contingency factor. The best real life example of this would be of product diversification that if the level of contingency of product diversification increases so on the other side to remain efficient decentralization process should also increase and a multi-divisional setup of the organization would be require. If the product diversification decreases and there is low amount of product diversification so then to be efficient and produce high results the decentralization in the organization should also decrease. The implementation is simple that low diversification of product can help the organization achieve low cost by simple producing more and achieving economies of scale, where as in high product diversification complexities arrive as each market has to been seen differently so more decentralize organization suits more in this setup because a rapid response is required in high product diversification.
The structural contingency also holds that the organization adapts only to avoid being in misfit and the organization has to adapt according to the situation if it wants to remain efficient and give high level performance. The change brought in is mostly productive only if it is based on extensive research not on mere patterns, the organization must first identify what structure changes are needed. The structural change is only done with an objective to perform better than the current situation. The contingency factor changes from time to time and it puts an organization in different situations from fit to misfits. The structural change is the secondary change that follows the changes in contingency factor and the structural change has to follow. When there are any changes in contingency factors such as technological change, market change or increase/decrease in diversification so it creates disequilibrium and this is sorted out by structural change which…