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Four Framework Model

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Four Framework Model

The four Frame Model is a paradigm that enhances understanding of ambiguity and

complexity associated with organizational behavior. It offers the stages of organization’s lifespan

from diagnosis, development, and change. Ideally, the framework views organizations in four

perspectives, that is, structural, human resource, political, and symbolic frames. Leadership and

corporate review provide precious theories, ideas, and frameworks concerning organizational

view. Since people work in complex relationships, frameworks provide tools that allow a

manager to internalize surrounding and people (Senge, 2014). Therefore, each frame contains

assumptions that assist people to understand issues about corporations. This articles analyzes

views from different authors concerning four-frame model a necessary managerial tool. Gaining

extensive of the four framework offers an insight into solving the most conflicts in organizations.

First, structural frame covers aspects such as goals, roles, relationships, technology, and

coordination among them. Bolman & Deal (2015) argue leaders must think or sink concerning

suitable organizational structure. The authors assert that corporate characteristics such as

responsibilities, division of labor, rules, procedures, policies, and systems, are critical. Managers

should ensure that they establish a proper structure that facilitates the flow of information

quickly and efficiently. Therefore, an organization must have well-defined hierarchy and

recognized by all stakeholders. Without such clear hierarchical arrangement, organizations could

be chaotic due to lack of guiding system. Gracia-Morales, Jiménez-Barrionuevo & Gutiérrez-

Gutiérrez (2012) suggest that transformational leadership is possible through learning and

innovation, which has a direct influence on performance. That is, business learning only

succeeds with clears structures and role allocation, which promotes the suitable flow of

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information (Hanks, 2015). Leaders must involve employees and other partners when designing

organizational structure to avoid creating s system that is not viable.

Second, human resource frame pays attention to understanding individual and their

relationships within workplaces. Without a doubt, people have needs, feelings, fears, and

prejudice that encompass their abilities to do work. Janz & Honken (2013) suggest that this

frame allows leaders to concentrate on and understand the relation between organizations and

individuals. Understanding people and meeting their needs facilitate achievement of

organizational objectives as well (Zott, Amit, & Massa, 2011). Furthermore, tasks completion

depends on how workers feel about the job and organization itself. Fundamentally, the frame

forms the core of business because, without employees, the organization has no purpose. While

reviewing the evolution of human resource, Deadrick & Stone (2014) notes that employee's

management is dynamic due to generational change and technology advancement. The authors

add that future of workforce management depends on who work for organizations and what

drives them to continue working. Critical analysis of Deadrick & Stone (2014) view implies that

the size of the group will not matter but rather people working in them. Korzynski (2013) also

insist that managing workforce in the contemporary environment requires more than just offering

hefty financial benefits. In brief, human resource frame champions for understanding within

workforce among all stakeholders to promote tranquility necessary for smooth operations.

Third, Martin (2012) suggests that symbolic captures corporation’s life as drama by

treating them as theaters where players exhibit their roles. Organizational members act their parts

in everyday efforts to make their system the best. For example, finance manager acts in good

faith by handling a firm's funds to sustain its entire operations. Similarly, marketing and supply

chain managers coordinate their activities to maximize production while minimizing expenses. In

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other words, members share a common faith, which creates passion, creativity, and soul. In this

frame, rules, policies, and managerial authority matter less compared to trust. Martin (2012)

affirms that this structure challenges leaders to establish and maintain beauty, faith, and meaning

to their operations the same way believers do in temples. In a similar vein, 'Studying

Organizational Symbolism' (1996) classifies symbols as the most precise and observable

characteristics or organizational lifespan. For instance, universities, manufacturing firms, and

clubs proclaim their identities through logos in newsletters, clothing, and stationery. Some create

slogans to motivate members, practice celebrations to mark promotions or retirement, and reward

employees in a public ceremony (Grawitch & Munz, 2015). That is, organizations use symbols

as a mark of identity and differentiation among competing firms.

Lastly, the four-frame model suggests political frame as another lens through people can

view groups. Ideally, this perspective considers organizations as arenas or contests fields where

stakeholders express their opinions (Garvin, 2012; Johnson, & Zinkhan, 2015, January). More

explicitly, the frame emphasizes on power, winnings, and competition for scarce resources.

Therefore, diverse values, interests, beliefs, and behavior provide the productive avenue for

distribution of authority and resources. International or local negotiations are all about building

coalitions, compromise, and conflict management. Garriga & Melé (2013) argue that corporate

social responsibility programs are the best form of corporate politics. The authors affirm that

primary objective of any business is to maximize profit creation. In fact, shareholders’ theory

provides that managers should always make decisions that increase owners’ income. Logically,

CSR seems to strategic orientations most business adopts to boost their image as well as brand

equity. Cox (2013) presents a view on politics of global of supply chain and transitional capital.

In the article, the author indicates that transitional corporations based in the United States (U.S)

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work closely with foreign policy makers to bag safe and favorable direct investments with U.S

trade agreements and domestic legislation. Apparently, the article confirms that sometimes

organizations have to adopt political strategies to expand their operations. Internally, managers

often convince their workers to work by engaging in productive office politics and group

dynamics management.

In conclusion, modern leaders need proper mental frameworks to handle volatile,

uncertain, ambiguous, and complex business environments. Therefore, the frame is an amalgam

of assumptions and beliefs that provides a guiding framework for managers to manage their

workers effectively. By viewing organizations through the four lenses, it becomes easy to control

behaviors and make decisions. Analyzing groups through multiple perspectives facilitate abilities

of leaders to solve messy and ambiguous encountered in the course of management.

Furthermore, dynamism is common aspect of global development, which supports the

application of multi-facet problem solution approach to organizational challenges. Use of the

four framework supplements other models, such as motivational and leadership theories.

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References

Bolman, L., & Deal, T. (2015). THINK-OR SINK. Leader To Leader, 2015(76), 35-40.

http://dx.doi.org/10.1002/ltl.20176

Cox, R. W. (2013). Transnational capital and the politics of global supply chains. Class, Race

and Corporate Power, 1(1), 4.

Deadrick, D., & Stone, D. (2014). Human resource management: Past, present, and future.

Human Resource Management Review, 24(3), 193-195.

http://dx.doi.org/10.1016/j.hrmr.2014.03.002

García-Morales, V. J., Jiménez-Barrionuevo, M. M., & Gutiérrez-Gutiérrez, L. (2012).

Transformational leadership influences on organizational performance through

organizational learning and innovation. Journal of Business Research,65(7), 1040-1050.

Garvin, D. A. (2012). The processes of organization and management. Sloan management

review, 39.

Grawitch, M. J., & Munz, D. C. (2015). Individual and group affect in problem-solving

workgroups. Emotions in organizational behavior, 119-142.

Hanks, S. H. (2015). The organization life cycle: Integrating content and process. Journal of

Small Business Strategy, 1(1), 1-12.

Johnson, M., & Zinkhan, G. M. (2015, January). Defining and measuring company image.

In Proceedings of the 1990 Academy of Marketing Science (AMS) Annual

Conference (pp. 346-350). Springer International Publishing.

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Korzynski, P. (2013). Employee motivation in new working environment. International Journal

Of Academic Research, 5(5), 184-188. http://dx.doi.org/10.7813/2075-4124.2013/5-

5/b.28

Martin, J. (2012). Symbols, sagas, rites, and rituals An overview of organizational culture in

libraries. College & Research Libraries News, 73(6), 348-349. Retrieved from

http://crln.acrl.org/content/73/6/348.full

Senge, P. M. (2014). The dance of change: The challenges to sustaining momentum in a learning

organization. Crown Business.

Studying Organizational Symbolism. (1996). http://dx.doi.org/10.4135/9781412986021

Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future

research. Journal of Management, 37(4), 1019-1042.

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