Essays on Bolman and Deals Reframing Approach Essay

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The paper 'Bolman and Deal’ s Reframing Approach' is a perfect example of a Management Essay. 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 an 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 case 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 Bolman and Deal (Green, 2010), a good frame is a 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 this, 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 the 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 an 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 a human resource in which organizational and human needs are aligned with a 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.

References

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organizations: Artistry, choice, and leadership, 3rd ed. (pp. 3­19). San Francisco: Jossey­Bass.

Bolman, L., & Deal, T. (2003). Chapter 17: Reframing leadership. In Reframing organizations:

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Hanson, L. (2006). Creating Organizational Learning and Change Using Bolman’s and Deal’s

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