MGT5557: Structural and Human Resource Frames Fall, 2010.
-
Upload
myles-farnsworth -
Category
Documents
-
view
215 -
download
0
Transcript of MGT5557: Structural and Human Resource Frames Fall, 2010.
![Page 1: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/1.jpg)
MGT5557: Structural and Human Resource Frames
Fall, 2010
![Page 2: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/2.jpg)
Agenda
Frames and Reframing Structural Frame: Introduction Campbell & Bailyn’s Boston Office Human Resource Frame: introduction Men’s Wearhouse
![Page 3: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/3.jpg)
Next class: Leadership in Action
Organization simulation: observe and practice leadership under challenging conditions
Pay to play: bring $10 cash for simulation working capital Your $10 investment will be in play and
at risk in the simulation
![Page 4: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/4.jpg)
Where We’ve Been Theories for action: espoused theory vs. theory-
in-use Ladder of inference – data vs. inference and
interpretation Framing is a form of inference, an interpretive
process Organization structure
Structure needs to align with task, technology, environment
Differentiation and integration as core issues in structure
![Page 5: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/5.jpg)
What is a frame?
"Frames are principles of selection, emphasis and presentation composed of little tacit theories about what exists, what happens, and what matters.“ (Todd Gitlin)Window:
An aperture that influences what you see and notice, and how you interpret it
What you see and how you understand your situation depend on the window you use
![Page 6: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/6.jpg)
Frame as window
![Page 7: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/7.jpg)
What is a frame? Window:
A window on the world that influences what you see and how you interpret it
Tool: an implement for performing tasks Important to have right tool for job Skill matters: having a tool isn’t the
same as knowing how to use it
![Page 8: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/8.jpg)
What is a frame?
Window: Tool: an implement for performing
tasks Perspective: a set of related ideas, a
story-line, that gives order and meaning to disparate bits of data
![Page 9: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/9.jpg)
Framing “To frame is to select some aspects of a perceived reality and make them more salient…in such a way as to promote a particular problem definition, causal interpretation, moral evaluation, and/or treatment recommendation.” (Robert Entman)Is automatic and usually tacit
We frame to make sense -- when we encounter new information or situations, we use our experience and knowledge to develop a frame that resolves ambiguity and creates meaning
Example: The City
![Page 10: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/10.jpg)
True, False or Don’t Know?
1. A man appeared after the owner had turned off his store lights.
2. The robber spoke with a strong accent.3. It was summer when this incident occurred.4. The man who opened the cash register was the
owner.5. The man who demanded money scooped up the
contents of the cash register and ran away.6. A businessman had just turned off the lights
when a man who spoke with a strong accent appeared in the store.
![Page 11: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/11.jpg)
True, False or Don’t Know?
7. Money from the cash register was scooped up by someone.
8. The details of this event were promptly reported to a policeman.
9. The owner scooped up the contents of the cash register and sped away.
10.The following events occurred: someone demanded money; a cash register was opened; its contents were scooped up; and the man dashed out of the store.
![Page 12: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/12.jpg)
Framing Is automatic
We frame to make sense -- when we encounter new information or situations, we use our experience and knowledge to develop a frame that resolves ambiguity and creates meaning
When framing fails, we have trouble making sense (example on next slide)
![Page 13: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/13.jpg)
Ли Болмэн
Лидерство и Стратегия
![Page 14: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/14.jpg)
Ли БолмэнLi Bolmen
Лидерство и Стратегия Liderstvo i Strategia
![Page 15: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/15.jpg)
A Structural View Metaphor: complex
machine Leader: analyst, architect Strategy: do your
homework, analyze, design new approach, implement
Focus: data, logic, structure, plans, policies
![Page 16: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/16.jpg)
Alfred P. Sloan at General Motors Appointed CEO 1923 In first year, GM’s
share dropped from 20 to 17%; Ford’s increased to 55%
GM passed Ford 5 years later
Structure Sloan inherited: feudal baronies
One option: functional organization
![Page 17: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/17.jpg)
B.C. Ministry of Management Services
![Page 18: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/18.jpg)
Alfred P. Sloan at General Motors Appointed CEO 1923 In first year, GM’s share
dropped from 20 to 17%; Ford’s increased to 55%
GM passed Ford 5 years later
Structure Sloan inherited: feudal barony
One option: functional organization
Structure he built: product divisions with strong central staff
![Page 19: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/19.jpg)
Two central issues in structuring:
Differentiation: How to divide up the work (roles, units, etc.)
Integration: how to coordinate and tie things together once they’re divided up
![Page 20: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/20.jpg)
Options for dividing the work:
![Page 21: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/21.jpg)
Options for dividing the work:
![Page 22: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/22.jpg)
Integration: pulling it together
Formal vs. informal Vertical
Authority Policies, procedures, rules Systems (accounting, I.T.,etc.) Incentives
Lateral Committees, teams, task forces Coordinating roles Networking
![Page 23: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/23.jpg)
Structural Configuration
Mintzberg’s Fives Strategic apex Middle
management Operating core Techno
structure Support staff
![Page 24: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/24.jpg)
Why cases? Virtual tour: learn from immersion in different
issues and contexts Application of theory to practice
Goal is not “right answer” but learn ideas and concepts that let you think better about issues and challenges that cut across this case and
Diagnostic skills: increase ability to size up situations and answer two key questions: what’s happening, and what needs to be done?
Test your ideas against others’ ideas
![Page 25: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/25.jpg)
Team Discussion Questions:
What’s changing in the industry that’s affecting C&B?
What were the strengths and weaknesses of the old organization?
What are the strengths and weaknesses of the new organization?
What’s up with the change in performance appraisal?
![Page 26: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/26.jpg)
Why Restructure? The environment shifts Technology changes Organizations grow Leadership changes Troubled firms
Impulsive firms Stagnant bureaucracies Headless giants
![Page 27: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/27.jpg)
Campbell & Bailyn’s Boston Office: the context
What’s changing in the industry that’s affecting C&B?
![Page 28: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/28.jpg)
Campbell & Bailyn’s Boston Office: the context
What’s changing in the industry that’s affecting C&B? Declining margins of traditional products
(commoditization) More specialized and complex products More sophisticated customers Shift in power balance from generalists to
specialists Customers need more expert advice on
esoteric products
![Page 29: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/29.jpg)
Campbell & Bailyn’s Boston Office:the old organization
What were the strengths and weaknesses of the old organization?
![Page 30: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/30.jpg)
![Page 31: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/31.jpg)
Campbell & Bailyn’s Boston Office:the new organization
What are the strengths and weaknesses of the new organization?
![Page 32: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/32.jpg)
Campbell & Bailyn’s Boston Office:the new organization
Is KAT an improvement?
![Page 33: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/33.jpg)
Campbell & Bailyn’s Boston Office:the new organization
What changed in terms of performance appraisal?
![Page 34: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/34.jpg)
Mintzberg’s Structural Configurations
Simple Structure Machine
Bureaucracy Professional
Bureaucracy Divisionalized Form Adhocracy
![Page 35: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/35.jpg)
Mintzberg’s Structural Configurations
Simple Structure Machine
Bureaucracy Professional
Bureaucracy Divisionalized Form Adhocracy
![Page 36: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/36.jpg)
Mintzberg’s Structural Configurations
Simple Structure Machine
Bureaucracy Professional
Bureaucracy Divisionalized Form Adhocracy
![Page 37: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/37.jpg)
Mintzberg’s Structural Configurations
Simple Structure Machine
Bureaucracy Professional
Bureaucracy Divisionalized
Form Adhocracy
![Page 38: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/38.jpg)
Mintzberg’s Structural Configurations
Simple Structure Machine
Bureaucracy Professional
Bureaucracy Divisionalized Form Adhocracy
![Page 39: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/39.jpg)
Generic Issues in Restructuring: each component exerts distinct pressures
Strategic apex: pushes for more alignment, centralization
Middle managers try to protect autonomy and room to run their own unit
Techno structure pushes for standardization, promotes measurement and monitoring
Support staff prefers less hierarchy, more collaboration
![Page 40: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/40.jpg)
Structural wrap-up
How would you describe Ken Winston’s management approach? How well has he led the changes? Should he do anything different?
What do we learn about structure and structural change?
![Page 41: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/41.jpg)
A Human Resource View Metaphor: Extended
family Leader: servant,
catalyst Change strategy:
build relationships, listen, educate, be open, empower others
Focus: skills, attitudes, teamwork, communications
![Page 42: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/42.jpg)
Men’s Wearhouse
![Page 43: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/43.jpg)
http://www.youtube.com/watch?v=w0J80ppIGWo
![Page 44: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/44.jpg)
Men’s Wearhouse
What are the central concepts and assumptions of the human resource perspective?
How has Men’s Wearhouse been so successful in a competitive, declining industry?
![Page 45: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/45.jpg)
HR Practices
Develop and implement HRM strategy Hire the right people Keep them Invest in them Empower them Promote diversity
![Page 46: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/46.jpg)
Investing in people
Would similar practices work in other industries, or is there something special about retailing?
Would these practices work in your workplace?
![Page 47: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/47.jpg)
Men’s Wearhouse:Update
As of January, 2010, 1259 stores 581 Men’s Wearhouse 458 Men’s Wearhouse & Tux 117 Moores (Canada) 107 K&G (discount chain)
Financials 2007: $2.1 billion sales, $147 million net 2009: $1.9 billion sales, $46 million net
![Page 48: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/48.jpg)
![Page 49: MGT5557: Structural and Human Resource Frames Fall, 2010.](https://reader033.fdocuments.in/reader033/viewer/2022051614/551a5ebe55034643688b4a72/html5/thumbnails/49.jpg)