Reframing Organizations to Your Leadership

Framework

Session Objectives

Review Bolman & Deal principles of Artistry, Choice & LeadershipPower of Reframing in a Financial Aid OfficeClose look at the Four Leadership FrameworksAssess how FINAID can reframe as a vital unit within an organization

Reviewing of Bolman & Deal

Principles of Artistry, Choice & Leadership

Who are the Authors?

• Lee Bolman is an author, scholar, consultant and speaker who currently holds the Marion Bloch Missouri Chair in Leadership at the University of Missouri-Kansas City. 

• Lee consults and lectures worldwide to corporations, public agencies, universities and schools. He holds a B.A. in History and a Ph.D. in Organizational Behavior from Yale University.

• He has written numerous books on leadership and organizations, including the forthcoming Reframing Academic Leadership (expected 2011), with Joan Gallos

Who are the Authors?

• Terrence E. Deal is an internationally known expert on leadership and specializes in the study of organizations.

• Dean has authored 20 books and over 100 articles and book chapters on organizations, leadership, change, culture, symbolism and spirit.

• He has served as a former teacher, principal, cop and administrator, and has a Ph.D. in Educational Administration and Sociology from Stanford University.

Why so Popular?

• Managers everywhere are seeking strong but sensible ways to reorient their companies, foundations and organizations

• Framework provides clear and insightful approach to "big picture" management.

• Models add to experiences drawn from business, education, health care and the public sector to help today's leaders prepare more creatively for tomorrow's needs.

• Recent study in Washington, DC found that more employees perceive their work environment as hostile.

The Power of Reframing in the

Financial Aid OfficeVirtues & Drawbacks

Applying the Frameworks to FINAID

• How do we allocate work flow?• How do we coordinate different

roles?• Bringing together institutional

value statements, strategic plans, key performance indicators and the FINAID assessment plan

• How do we confront conflicts when they arise?

Extending FINAID Frameworks

• How does FINAID know of new academic programs? Regularity & consistency of enrollment reporting?

• How does FINAID know of stale checks? Regularity & consistency of providing refunds?

• How does FINAID educate department chairs and academic advisors on SAP?

• What is the relationship between Alumni Affairs, Career Services & Student Employment?

Who are Leaders?

• Leaders make things happen and things make leaders happen.

• Leadership is a sutble process of mutual influence fusing thought, feeling and action to produce cooperative effort in the service of purposes and values of both the leader and the led.

Who are Leaders?

• Good leaders have vision, strength, commitment and are situational (they adapt).

• Leaders set standards, create focus and direction, ability to communicate vision, doing work well, inspire trust and build relationships, honesty.

• Single frame leaders fail!

Let’s Get to Know Each Other

The Structural Framework

Specialized tasks, sequential work, close supervision, top

down

Overview of Model

• Image of Administration: Social Architectural

• Campus Climate: Factory or Machine

• Central Concepts: Hierarchical, Rules, Roles and Policies

• Leadership Challenge: Structure of Task, Technology and Environment

Structural Leaders …

• Problems solved through restructuring• forms of coordination and control to

ensure effectiveness • increase efficiency through specialization

& division of labor • designed to fit organization circumstances• rationality prevails over personal and

external pressure • stable environments are hierarchies and

rule oriented.

The Human Resource

Framework"Open system,"

communication of good and bad news, self-managing

teams, peer-controlled pay system.

Overview of Model

• Image of Administration: Empowerment

• Campus Climate: Family• Central Concepts: Needs, Skills &

Relationships• Leadership Challenge: Align

Organizational & Human Needs

Human Resource leaders …

• Hire right • Invest in People • Reward well • Personality Type Inventory• Survey workers re motivation,

communication, leadership, climate

• Provide job security

The Symbolic FrameworkOrganizations reek of

symbolism from the edifices they work in to their mascots,

colors, and products.

Overview of Model

• Image of Administration: Inspiration

• Campus Climate: Carnival, Temple & Theatre

• Central Concepts: Culture, Ceremony & Stories

• Leadership Challenge: Create loyalty, meaning & tradition

Symbolic Leaders …

• MYTHS: Provide stories behind the story. They can blind us to new info and learning opportunities

• STORIES & FAIRY TALES: They convey info, morals, values, history, group identity

• RITUAL: Gives structure and meaning to daily life.

• METAPHOR, HUMOR, & PLAY show "as if" quality of symbols.

• Specialized Language fosters cohesion and commitment

The Political Framework

Focus of the political Frame is not on resolution of conflict, but on strategy

and tactics.

Overview of Model

• Image of Administration: Advocacy• Campus Climate: Jungle• Central Concepts: Power,

Compromise, Conflict & Competition

• Leadership Challenge: Bargaining, Negotiation, Agenda & Power base

Political Leaders …

• Provide direction while tending to needs of stakeholders

• Provide a vision and strategy for achieving vision

• Move with speed and focus • Anticipate strategies of others • Assess who might resist, why and how strongly • Separate people from problem focus on

intersts, not positions • Invent options for mutual gain insist on

objective criteria: standards of fairness

The Feedback Loop

• From which Framework are you most comfortable?

• From which Framework are you most effective?

• Which Framework makes you the most uncomfortable?

Available for Questions