MGT5557: Structural and Human Resource Frames

Fall, 2010

Agenda Frames and Reframing Structural Frame: Introduction Campbell & Bailyn’s Boston Office Human Resource Frame: introduction Men’s Wearhouse

Next class: Leadership in Action Organization simulation: observe and

practice leadership under challenging conditions

Pay to play: bring $10 cash for simulation working capital Your $10 investment will be in play and

at risk in the simulation

Where We’ve Been Theories for action: espoused theory vs. theory-in-

use Ladder of inference – data vs. inference and

interpretation Framing is a form of inference, an interpretive

process Organization structure

Structure needs to align with task, technology, environment

Differentiation and integration as core issues in structure

What is a frame?"Frames are principles of selection, emphasis and presentation composed of little tacit theories about what exists, what happens, and what matters.“ (Todd Gitlin)Window:

An aperture that influences what you see and notice, and how you interpret it

What you see and how you understand your situation depend on the window you use

Frame as window

What is a frame? Window:

A window on the world that influences what you see and how you interpret it

Tool: an implement for performing tasks Important to have right tool for job Skill matters: having a tool isn’t the

same as knowing how to use it

What is a frame? Window: Tool: an implement for performing

tasks Perspective: a set of related ideas, a

story-line, that gives order and meaning to disparate bits of data

Framing “To frame is to select some aspects of a perceived reality and make them more salient…in such a way as to promote a particular problem definition, causal interpretation, moral evaluation, and/or treatment recommendation.” (Robert Entman)Is automatic and usually tacit

We frame to make sense -- when we encounter new information or situations, we use our experience and knowledge to develop a frame that resolves ambiguity and creates meaning

Example: The City

True, False or Don’t Know?1. A man appeared after the owner had turned off his

store lights.2. The robber spoke with a strong accent.3. It was summer when this incident occurred.4. The man who opened the cash register was the

owner.5. The man who demanded money scooped up the

contents of the cash register and ran away.6. A businessman had just turned off the lights when

a man who spoke with a strong accent appeared in the store.

True, False or Don’t Know?7. Money from the cash register was scooped up

by someone. 8. The details of this event were promptly

reported to a policeman.9. The owner scooped up the contents of the cash

register and sped away. 10.The following events occurred: someone

demanded money; a cash register was opened; its contents were scooped up; and the man dashed out of the store.

Framing Is automatic

We frame to make sense -- when we encounter new information or situations, we use our experience and knowledge to develop a frame that resolves ambiguity and creates meaning

When framing fails, we have trouble making sense (example on next slide)

Ли Болмэн

Лидерство и Стратегия

Ли БолмэнLi Bolmen

Лидерство и Стратегия Liderstvo i Strategia

A Structural View Metaphor: complex

machine Leader: analyst, architect Strategy: do your

homework, analyze, design new approach, implement

Focus: data, logic, structure, plans, policies

Alfred P. Sloan at General Motors Appointed CEO 1923 In first year, GM’s

share dropped from 20 to 17%; Ford’s increased to 55%

GM passed Ford 5 years later

Structure Sloan inherited: feudal baronies

One option: functional organization

 

             

                              

        

                      

 

B.C. Ministry of Management Services

Alfred P. Sloan at General Motors Appointed CEO 1923 In first year, GM’s share

dropped from 20 to 17%; Ford’s increased to 55%

GM passed Ford 5 years later

Structure Sloan inherited: feudal barony

One option: functional organization

Structure he built: product divisions with strong central staff

Two central issues in structuring: Differentiation: How to divide up the

work (roles, units, etc.) Integration: how to coordinate and tie

things together once they’re divided up

Options for dividing the work:

Options for dividing the work:

Integration: pulling it together Formal vs. informal Vertical

Authority Policies, procedures, rules Systems (accounting, I.T.,etc.) Incentives

Lateral Committees, teams, task forces Coordinating roles Networking

Structural Configuration Mintzberg’s

Fives Strategic apex Middle

management Operating core Techno structure Support staff

Why cases? Virtual tour: learn from immersion in different

issues and contexts Application of theory to practice

Goal is not “right answer” but learn ideas and concepts that let you think better about issues and challenges that cut across this case and

Diagnostic skills: increase ability to size up situations and answer two key questions: what’s happening, and what needs to be done?

Test your ideas against others’ ideas

Team Discussion Questions: What’s changing in the industry that’s

affecting C&B? What were the strengths and

weaknesses of the old organization? What are the strengths and weaknesses

of the new organization? What’s up with the change in

performance appraisal?

Why Restructure? The environment shifts Technology changes Organizations grow Leadership changes Troubled firms

Impulsive firms Stagnant bureaucracies Headless giants

Campbell & Bailyn’s Boston Office: the context What’s changing in the industry

that’s affecting C&B?

Campbell & Bailyn’s Boston Office: the context What’s changing in the industry that’s

affecting C&B? Declining margins of traditional products

(commoditization) More specialized and complex products More sophisticated customers Shift in power balance from generalists to

specialists Customers need more expert advice on

esoteric products

Campbell & Bailyn’s Boston Office:the old organization What were the strengths and

weaknesses of the old organization?

Campbell & Bailyn’s Boston Office:the new organization What are the strengths and

weaknesses of the new organization?

Campbell & Bailyn’s Boston Office:the new organization Is KAT an improvement?

Campbell & Bailyn’s Boston Office:the new organization What changed in terms of

performance appraisal?

Mintzberg’s Structural Configurations Simple Structure Machine

Bureaucracy Professional

Bureaucracy Divisionalized Form Adhocracy

Mintzberg’s Structural Configurations Simple Structure Machine

Bureaucracy Professional

Bureaucracy Divisionalized Form Adhocracy

Mintzberg’s Structural Configurations Simple Structure Machine

Bureaucracy Professional

Bureaucracy Divisionalized Form Adhocracy

Mintzberg’s Structural Configurations Simple Structure Machine

Bureaucracy Professional

Bureaucracy Divisionalized

Form Adhocracy

Mintzberg’s Structural Configurations Simple Structure Machine

Bureaucracy Professional

Bureaucracy Divisionalized Form Adhocracy

Generic Issues in Restructuring: each component exerts distinct pressures

Strategic apex: pushes for more alignment, centralization

Middle managers try to protect autonomy and room to run their own unit

Techno structure pushes for standardization, promotes measurement and monitoring

Support staff prefers less hierarchy, more collaboration

Structural wrap-up How would you describe Ken

Winston’s management approach? How well has he led the changes? Should he do anything different?

What do we learn about structure and structural change?

A Human Resource View Metaphor: Extended

family Leader: servant,

catalyst Change strategy:

build relationships, listen, educate, be open, empower others

Focus: skills, attitudes, teamwork, communications

Men’s Wearhouse

http://www.youtube.com/watch?v=w0J80ppIGWo

Men’s Wearhouse What are the central concepts and

assumptions of the human resource perspective?

How has Men’s Wearhouse been so successful in a competitive, declining industry?

HR Practices Develop and implement HRM strategy Hire the right people Keep them Invest in them Empower them Promote diversity

Investing in people Would similar practices work in other

industries, or is there something special about retailing?

Would these practices work in your workplace?

Men’s Wearhouse:Update As of January, 2010, 1259 stores

581 Men’s Wearhouse 458 Men’s Wearhouse & Tux 117 Moores (Canada) 107 K&G (discount chain)

Financials 2007: $2.1 billion sales, $147 million net 2009: $1.9 billion sales, $46 million net