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Organisational Analysis and Design
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Introduction The concept of a frame of reference was adapted from work on cognitive frameworks . It has since been adapted by Bolman and Deal within the broad context of management theory to construct a conceptual framework for the analysis of organizations. Dunbar ,Garud and Raghuram expanded the concept of a multi-framed firm to emphasize the concept of deframing. Deframing advocates the constant re-evaluation of established frameworks to creatively meet managerial challenges. A "manager's frame of reference" is taken to mean a referential frame outlined in Bolman and Deal's work. That a manager's frame of reference is an "enabling asset" is taken to mean that by using only one of the four frames to interpret a given situation, a manager will be effective in pursuing an organization's overall goals. Development of the argument shall begin by outlining some of the criticisms against a multi-framed approach that bring into doubt its utility. It will then be argued that whereas single-minded determination to utilize existing competencies may work well in protected markets, the propensity of governing authorities to reduce barriers, as well as lowered entry costs, has resulted in the opening up of markets to increased competition. A multi-framed approach is not only desirable in order to address the challenges of increased competition, it is in fact a necessary precondition to working within those markets. Criticisms of a multi-framed approach Clearly, Bolman and Deal are against what they see as prevailing management practice of viewing most problems from one perspective within their framework. 'Ideally, managers combine multiple frames into a comprehensive approach to leadership'' Examples given by Bolman and Deal of the use reframing approach are often hypothetical and academic. Their examples are also often retrospective. A manager who works in the 'here and now' is not able to conceive of their organization in the future . Cognitive limits exist in the extent to which multiple frames can be conceived and communicated. As well as the limitations inherent in the world ultimately being framed in the language of common business parlance . Aside from academic criticisms of reframing, the ability of management to enact change in an organization is limited by an individual manager's lack of control over a situation or his or her lack of power Given the limitations of a multi-framed approach there is a propensity towards arguing for managers to develop strong competencies in a particular area to align themselves with their organization's core strategic values.
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