1. PRESENTED BY THE FANTASTIC 4 NINJAS: Melanie Arp, Samuel Gedeborg, Sarah Roberts, Michael Walker Vision Trust

5. Survey on the Five Dysfunctions: http://bit.ly/DysfunctionsSurvey Time to Reflect

6. Creating Organizational Culture: The Four Frames

8. Structural Frame: “how a firm organizes its efforts can be a source of tremendous competitive advantage”

9. STRUCTURAL FRAME ○Focused on goals and objectives ○Task or product oriented ○Consistency and rationality reign ○Analytical ○Use of meetings, forms, routines & procedures to ensure efficiency “The structural view has two main intellectual roots. “ “The first is from the work of industrial analysts bent on designing organizations for maximum efficiency,...labeled “scientific management. … “ “The second branch of structural ideas stems from the work of German economist and sociologist, Max Weber… [a] monocratic bureaucracy … that maximized norms of rationality [over patriarchy].” (pp. 45-46)

10. Structural Frame in Practice ●In this frame, a monocratic bureaucracy is the ideal to strive for: ○Fixed divisions of labor ○Hierarchy of roles and offices ○Set rules govern performance ○Separate the personal from the professional ○Technical qualifications are most important ○Flexibility, participation, and quality can be achieved: ○Vertical and lateral coordination is needed ○Use your resources to maximize efficiency ○Differentiate roles by skill and need ○Use time wisely Bolman & Deal, 2003

11. Human Resources Frame : “Organizations exist to serve human needs rather than the converse.”

12. HUMAN RESOURCE FRAME “People & organizations need each other. Organizations need ideas, energy, and talent; people need careers, salaries, and opportunities.” „ “When the fit between individual and system is poor, one or both suffer. Individuals are exploited or exploit the organization—or both become victims.” „ “A good fit benefits both. Individuals find meaningful and satisfying work, and organizations get the talent and energy they need to succeed.” (Bolman & Deal, p. 117). „ - Serve Human Needs - Mutual Needs - Appropriate Fit - Mutual Benefits

13. HUMAN RESOURCE FRAME Maslow’s Hierarchy of Needs - Consider Maslow’s Hierarchy of Needs as it relates to our work culture examples. - How does can HR Frame impact work culture & environment?

14. POLITICAL FRAME Political Frame: “Goals, structures, and policies emerge from an ongoing process of bargaining and negotiation.”

15. POLITICAL FRAME ● Organizations are viewed as arenas, jungles, or contests. ●Different interests that are competing for power and resources. ●Scarce resources create conflict with different needs, perspectives and lifestyles ●Bargaining, negotiation, coercion, compromise, coalition. „ - Power - Coalitions - Conflict - Bargaining and Negotiating Origins from Political Science

16. POLITICAL FRAME Skills of Political Manager - Set Agenda - Map Political Terrain - Network/Build Coalitions - Bargain and Negotiate Problems arise when power is concentrated in the wrong areas or too broadly dispersed

17. SYMBOLIC FRAME Symbolic Frame: “Our links to yesterday and tomorrow depend also on the aesthetic, emotional, and symbolic aspects of human life… without festival and fantasy, man would not really be a historical being at all.”

18. Central Concepts of Meaning: Culture Metaphors Ritual Ceremony Stories Heroes Basic challenge: Create beauty and meaning Symbolic Frame: IIn Inspiration

19. Establishing Vision: “It’s about having a goal, believing in the goal, and faithfully sustaining commitment to achieving the goal.”

20. Sustaining The Vision, The People and The System of an Organization

22. Vision Trust