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