Reframing Organizations to Your Leadership Framework.
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Transcript of Reframing Organizations to Your Leadership Framework.
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Reframing Organizations to Your Leadership
Framework
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Session Objectives
Review Bolman & Deal principles of Artistry, Choice & LeadershipPower of Reframing in a Financial Aid OfficeClose look at the Four Leadership FrameworksAssess how FINAID can reframe as a vital unit within an organization
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Reviewing of Bolman & Deal
Principles of Artistry, Choice & Leadership
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Who are the Authors?
• Lee Bolman is an author, scholar, consultant and speaker who currently holds the Marion Bloch Missouri Chair in Leadership at the University of Missouri-Kansas City.
• Lee consults and lectures worldwide to corporations, public agencies, universities and schools. He holds a B.A. in History and a Ph.D. in Organizational Behavior from Yale University.
• He has written numerous books on leadership and organizations, including the forthcoming Reframing Academic Leadership (expected 2011), with Joan Gallos
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Who are the Authors?
• Terrence E. Deal is an internationally known expert on leadership and specializes in the study of organizations.
• Dean has authored 20 books and over 100 articles and book chapters on organizations, leadership, change, culture, symbolism and spirit.
• He has served as a former teacher, principal, cop and administrator, and has a Ph.D. in Educational Administration and Sociology from Stanford University.
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Why so Popular?
• Managers everywhere are seeking strong but sensible ways to reorient their companies, foundations and organizations
• Framework provides clear and insightful approach to "big picture" management.
• Models add to experiences drawn from business, education, health care and the public sector to help today's leaders prepare more creatively for tomorrow's needs.
• Recent study in Washington, DC found that more employees perceive their work environment as hostile.
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The Power of Reframing in the
Financial Aid OfficeVirtues & Drawbacks
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Applying the Frameworks to FINAID
• How do we allocate work flow?• How do we coordinate different
roles?• Bringing together institutional
value statements, strategic plans, key performance indicators and the FINAID assessment plan
• How do we confront conflicts when they arise?
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Extending FINAID Frameworks
• How does FINAID know of new academic programs? Regularity & consistency of enrollment reporting?
• How does FINAID know of stale checks? Regularity & consistency of providing refunds?
• How does FINAID educate department chairs and academic advisors on SAP?
• What is the relationship between Alumni Affairs, Career Services & Student Employment?
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Who are Leaders?
• Leaders make things happen and things make leaders happen.
• Leadership is a sutble process of mutual influence fusing thought, feeling and action to produce cooperative effort in the service of purposes and values of both the leader and the led.
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Who are Leaders?
• Good leaders have vision, strength, commitment and are situational (they adapt).
• Leaders set standards, create focus and direction, ability to communicate vision, doing work well, inspire trust and build relationships, honesty.
• Single frame leaders fail!
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Let’s Get to Know Each Other
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The Structural Framework
Specialized tasks, sequential work, close supervision, top
down
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Overview of Model
• Image of Administration: Social Architectural
• Campus Climate: Factory or Machine
• Central Concepts: Hierarchical, Rules, Roles and Policies
• Leadership Challenge: Structure of Task, Technology and Environment
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Structural Leaders …
• Problems solved through restructuring• forms of coordination and control to
ensure effectiveness • increase efficiency through specialization
& division of labor • designed to fit organization circumstances• rationality prevails over personal and
external pressure • stable environments are hierarchies and
rule oriented.
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The Human Resource
Framework"Open system,"
communication of good and bad news, self-managing
teams, peer-controlled pay system.
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Overview of Model
• Image of Administration: Empowerment
• Campus Climate: Family• Central Concepts: Needs, Skills &
Relationships• Leadership Challenge: Align
Organizational & Human Needs
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Human Resource leaders …
• Hire right • Invest in People • Reward well • Personality Type Inventory• Survey workers re motivation,
communication, leadership, climate
• Provide job security
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The Symbolic FrameworkOrganizations reek of
symbolism from the edifices they work in to their mascots,
colors, and products.
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Overview of Model
• Image of Administration: Inspiration
• Campus Climate: Carnival, Temple & Theatre
• Central Concepts: Culture, Ceremony & Stories
• Leadership Challenge: Create loyalty, meaning & tradition
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Symbolic Leaders …
• MYTHS: Provide stories behind the story. They can blind us to new info and learning opportunities
• STORIES & FAIRY TALES: They convey info, morals, values, history, group identity
• RITUAL: Gives structure and meaning to daily life.
• METAPHOR, HUMOR, & PLAY show "as if" quality of symbols.
• Specialized Language fosters cohesion and commitment
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The Political Framework
Focus of the political Frame is not on resolution of conflict, but on strategy
and tactics.
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Overview of Model
• Image of Administration: Advocacy• Campus Climate: Jungle• Central Concepts: Power,
Compromise, Conflict & Competition
• Leadership Challenge: Bargaining, Negotiation, Agenda & Power base
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Political Leaders …
• Provide direction while tending to needs of stakeholders
• Provide a vision and strategy for achieving vision
• Move with speed and focus • Anticipate strategies of others • Assess who might resist, why and how strongly • Separate people from problem focus on
intersts, not positions • Invent options for mutual gain insist on
objective criteria: standards of fairness
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The Feedback Loop
• From which Framework are you most comfortable?
• From which Framework are you most effective?
• Which Framework makes you the most uncomfortable?
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Available for Questions