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Artistry, Choice and Leadership in Organizations
Management plays a major role in the success of every organization. The growth trend that an organization takes is attributed by the type of the management system used to run the organization. Management approaches differ depending on the managers perception and the level of exposure. According to Bolman and Deal (6), management is no longer a personal endeavor but a teams role. In the book, Refraining organizations artistry, choice and leadership , the writer explores various available options for team management in leading organizations to success (Bolman and Deal 6).
The writers outline ways of improving an organization through leadership. The two chapters talk about how policy makers outlined good leadership as a promising solution to organizational problems. This has not been as effective as expected. All firms face similar problems. This is instrumental to the rise of the consulting firms, which specialize in coming up with possible solutions. However, the chapters should mention that this does not provide a permanent solution, and hence the need for government assistance using policies. It is because of these reasons that the writer believes that framing is the lasting solution to the ever-persistent organizational problems.
According to Bolman and Deal (11), framing is the use of mental business models that are only understood by the user (Bolman and Deal 11). The best way to solve a problem is having the right information about the firm and knowing where to apply the solution. He argues that frames redefine problems and their flexibility.
The frames can be broken into four distinct groups, which include structural, human resources, political, and symbolic frames (Rosen and Behrens 45). The symbolic frame is the model that is concerned with representing the companys vision. It ensures that every worker maintains the culture of the organization. The writer describes organizations as bodies in a political arena competing for limited resources. His citation of the competition between the CIA and the FBI depicts the competitive nature of the organizations.
The human resource frame is the driving force of the firm. It is a model that maintains the needs of a firm in terms of manpower. It is concerned with skilled development, relationship and ensuring that the needs of the organization and those of the firm are aligned (Bolman and Deal 18). The fourth frame is the structural frame. This frame is concerned with the general architectural work of the firms. It lays down the goals, policies, technological environment, and the roles to be assigned to different departments.
The main reason why problems persist in organizations is that simple problems turn out to become huge problems making them unapproachable. Managers in organizations globally solve problems by assigning blame to others. For instance, after the 9/11 attacks, the intelligence agencies laid blames on one another, when they were criticized. Blaming bureaucracy is also another escape goat that a manager uses to avoid the responsibilities for poor management. The author mentions that many managers are self-centered. They create their own wealth, instead of improving productivity of their companies. This brings them to decisions that lead companies to collapse.
Managers should understand that organizations are complex, surprising, deceptive and ambiguous. It is upon the management to come up with strategies, to help cope with these realities. Change is inevitable in every society (Bolman and Deal 39). The article explains the reasons that make managers unproductive for organizations. The reason why managers are lagging behind in their duty is that they are repugnant to change. Change is a constant factor and the only way to cope with it is to embrace it. Every day brings different challenges. It is the role of a manager to make sense of what is going on in his/her environment.
A manager who is unable to solve simple problems in his/her jurisdiction tends to treat what they think about, as the problem, rather than treating the actual problem. Managers should maintain an open mind in solving problems facing the entity (Bolman and Deal 37). The understanding in the writers work can be put under communication. Communication refers to sharing of information with people who have the mandate of making sense out of it. The fact that the CIA knew that the culprits of the 9/11 were living on American soil and did not inform the FBI is a proof of a breach of communication.
The book explains that failure to act on information that terrorists were going to use airliners to attack the civilians, and failure to put necessary structure in place to prevent this from happening portray a breach of communication. In addition, Demarco and her boss were mandated with the development of their employers investment. Their failure to communicate with one another could lead to serious repercussions for the business. It is evident that the backbone of any organization is communication.
In conclusion, the two chapters of the book are well written. It provides a good analysis about managers in the workplace. It guides them on what they should do to make their organizations proud. Communication is important for the prosperity of every entity. Managers should be at the epicenter of the communication chain in the organization. They should aid in ensuring that the available information is availed to the right user and is used for the intended purpose. The success or failure of the organization is the responsibility of every employee. Managers should stop trying to shoulder all the responsibilities of the organization, and instead ensure that employees are aware of their roles and coordination is enhanced.
Works Cited
Bolman, Lee G., and Terrence E. Deal. Reframing Organizations: Artistry, Choice, and Leadership. San Francisco, CA: Jossey-Bass, 2013. Print.
Rosen, Leonard J., and Laurence Behrens. The Allyn & Bacon Handbook. New York: Longman, 2003. Print.
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