Bolman and Deal's multi-frame leadership theory and personal orientation analysis

¶ … Multi-Frame Thinking in Leadership

Bolman and Deal showed that "multiple thinking" occurred when organizations use several frames to analyze and solve organizational problems hence, allows complex and challenging situations to be scrutinized in a variety of ways, but with clarity. Therefore, it requires people to move beyond mechanical approaches that are narrow in understanding their organizations. In the present world, leaders face many challenges, but multiple thinking helps them isolate problems and find solutions without overlooking any and hence, improves on company's effectiveness. Leaders' using the multi-frame analysis has managed to view situations from different angles and gave them room for change (Bolman & Deal, 2013).

After taking the "Leadership Orientations" inventory, the dominant orientation is that of human resource, which I was not expecting. However, I am more inclined to that direction because I emphasize more on the importance of people. Therefore, as a manager, my central task is to develop a good fit between the organization and its population. I believe in the importance of motivation, coaching, teamwork, participation, and having good interpersonal relations. Therefore, I am a leader who facilitates and participates in supporting and empowering others.

QB.

Under the Structural Frame, we find things like rules, a division of labor, coordination of activities, policies, and hierarchies. In Chris Cunningham's case, it is evident that co-ordination and control are a problem for him because he rigidly adheres to company rules and policies. It is very clear where the final authority lies, but Chris wants things done his way, and this organization structure facilitates problems among employees. The organization has divided responsibilities for its employees and has used the system of multiple roles and chapter. Here, each person in the organization is responsible for executing a narrowly focused array of outcomes and tasks. The salespeople were not assigned exclusive territories because they kept their pre-existing customers and this posed as the biggest problem when it came to respecting the organization. In many instances, the schedule of the production department has been able to be knocked to pieces and even has mixed the new designs of the engineering department. He has also tampered with the flow of work in the purchasing department forcing other orders from sales people be pushed aside by purchasing agents.

Human Resources Frame looks at things such as skills, motivation levels, individual needs, harmony, relationships, enthusiasm, competency profiles, cooperation and unity (AFA Essential, 2012). The case portrays that the management's assumption concerning employees like Chris is that they are resistant to change. This frame is reasonable for the organization because it has credit for championing the possibility for Chris in the organizations to experience aspects of being productive, energized, and mutually rewarded. Therefore, they fully engage the talents and energy of people such as Chris and not putting them into narrowly assigned roles like in the Structural Frame.

The political frame encompasses things such as power, coalitions, competition, alliances, networks, negotiation, persuasion, and influence. Under this framework, organizations are viewed as being alive and screaming political arenas are hosting elaborate webs of individuals and group interests. The political perspective asserts that conflict is not necessarily a problem, and the focus does not lie in resolving the conflict, but on tactic and strategy. The Political Frame does not allow a great deal of flexibility and honest communication and has no room for personal development (AFA Essential, 2012).

The Symbolic Frame interprets and illuminates the fundamental issues of belief and meaning that make symbols influential in organizations. The culture of Stover Industries has interwoven pattern of values, beliefs, artifacts, and practices that have managed to define the members of the organization for who they are and how they do things (Bolman & Deal, 2013).

QC.

In assignment A, it is evident that Sandy was effective in having the meeting with Bill because she was able to iron out some pertinent issues regarding Bill's position in the firm. However, Sandy was not effective in getting through to Bill, who only dwelled on the past instead of forging ahead and trying to rectify his mistakes. Nonetheless, the meeting helped in enlightening Bill of the current situation he was facing in the company because of his lack of commitment to achieving results on behalf of the enterprise. As a corporation executive, Billy needed to ensure that he was showing results that reflected his commitment to meeting company goals and objectives.

QD. Political Leadership

For assignment B, we look at enrollment managers who have access to data that transforms or influences the mindsets, strategic decisions, business practices, and institutional priorities. As such, these managers on a political frame always search for advantage. For instance, when a learning institution faces a decline in the enrollment of new students or even continuing students retention, then the organization decides to provide an advantage to create an institutional sense of urgency. Normally, it is impossible to effect any substantial change without imposing a sense of urgency, therefore, the information the managers have is rendered useless of no analysis is made. Thus, the political frame becomes the natural way for enrollment managers to get things done since they rely heavily on the interdependence of many functions, departments, and processes.