2288 words 10 pages
Assignment 1

Type your answers to this assignment onto this page, using blue font to distinguish your words. Your answers should immediately follow the questions or items you are asked to address.

1. In Chapter 2 of Reframing Organizations, the authors describe four significant properties of organizations:

Organizations are complex
Organizations are surprising
Organizations are deceptive
Organizations are ambiguous

a. Describe the management implications associated with each of these properties (one by one) (Type answer here, using blue font. Your answer should total between 2-3 pages, single spaced.)

Organizations are complex
Organizations are collections of people. For them to function, the people must be willing to pursue a common
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Making it worse, there are competition attack, regulatory control, media/social/political pressure, shareholders expectations, technology shifting, environment consideration, unstable economy, etc. All that, management team needs to learn faster and better, and react quickly to customer needs.

Management can react quickly and wisely to meet customer needs, before their competitions, will win. Management needs to change, reframe, reengineer, and restructure the organization. Change not for sake of changing, but reframe to a better company, reengineer to improve efficiency, and restructure to streamline processes.

Bolman suggested to put a new spin on mess you’re in, try to play a different game, when you are in a tangle shoot another angle, and look at things using different lens. One size fits all doesn't work nowadays. Management need to reframe the organization in such a way that maximizing company profitability, meeting the needs of consumer and minimizing resources. It is definitely not an easy task to achieve, but for those who can “reframe” properly and urgently can win the battle, surpass competitions and enjoy the rewards for many years to come.

He also suggested, our preconceived theories and images determine what we see, what we do, and how we judge what we accomplish. Narrow, oversimplified perspectives become fallacies that cloud rather than illuminate