It seems reasonable to state that all companies come to a period when their performance starts being insignificant. This may take place due to various reasons – starting from severe rivalry and ending with pressing governmental policies. However, there are a plethora of cases when the mentioned insignificant performance results from a number of internal factors – an organization suffers from many issues like inappropriate management and unqualified leaders. In such a situation, it is apparent that a firm needs to implement changes. Below, arguments on the necessity of organizational changes, as well as the discussion on Bolman and Deal’s four frames of leadership, will be provided.
Each company develops cyclically, accompanied by changes in all elements of the organization. As the conditions in which the firm exists, communication systems, organizational capabilities are changing, it is essential to figure out such methods of change management of the enterprise, which would lead to increased efficiency. Within the scope of functioning of the company under the impact of numerous aspects, there are mismatches of the firm’s structure to real needs. Organizational inconsistencies in such cases become the area of corporate change management. Organizational change means any change in one or more elements of the organization. These changes can affect any aspect of the company’s process – level of specialization; methods of grouping; the range of control; distribution of powers; coordination mechanism (Calabrese et al., 2018). It should be noted that changes in any one unit of the firm, as a rule, affect other departments and the organization as a whole. The reasons that necessitate change are divided into two groups: external and internal. The former ones are related to the general and specific environment of the organization.
In turn, the internal problems are substantially related to the organization’s management policy that should be improved continuously. It might be rational to mention Bolman and Deal’s four frames of leadership that emphasize the importance of such improvements through particular lenses; these frames are as follows: structural, human resources, political, and symbolic (Uzarski & Broome, 2019). Leaders who follow the latter frame provide changes by focusing on vision and inspiration. For these leaders, it is important to make employees believe that their work is valuable. Ones adhering to the political frame make an emphasis on dealing with the staff’s conflicts and providing compromises, using a pragmatic approach.
Then, leaders who aim to implement changes from the human resource perspective are mainly focused on people. This frame implies constant maintenance, development, constructive dialogue, and fast response to employees’ needs. Finally, a structural leader’s primary objectives are the company’s structural elements, policy, realization, and adaptation. Such a method is founded on coherent and consistent steps when organizational goals are determined and unambiguous (Uzarski & Broome, 2019). The crucial point here is that regardless of the followed frame, appropriate leadership is the founding factor of significant performance as it is among integrated inner elements of the firm. Hence, it is critical to thoroughly evaluate the working environment before choosing which frame should be adhered to.
To conclude, the above discussion provides the arguments regarding the necessity of constant organizational development, improvements, and changes. It was claimed that there are many factors that should be taken into account in this vein – both external and internal ones. Proper leadership frame is among essential foundations for efficient inner processes of the company. Thus, this frame should be chosen carefully, after an in-depth assessment of the related conditions.
References
Calabrese M., Iandolo F., Caputo F., & Sarno D. (2018). From mechanical to cognitive view: The changes of decision making in business environment. In S. Barile, M. Pellicano, & F. Polese (Eds.), Social dynamics in a systems perspective. New economic windows. Springer. Web.
Uzarski, D., & Broome, M. E. (2019). A leadership framework for implementation of an organization’s strategic plan. Journal of Professional Nursing, 35 (1), 12–17. Web.