Discussion Topic #2 Prompts

Prompt #1: What did you learn about organizations, and/or the behavior of individuals
within an organization? How do the ideas presented in Part Two (the Structural Frame)
of the B&D textbook enrich your understanding of the ways in which organizations and
the people working in them function?
In order for organizations to prosper both within and outwards, it must have a stable
structure. Essentials to performance include "clear, well-understood goals, roles and
relationships and adequate coordination" (Bolman & Deal, 2013, pg.44). Though rules
are meant to govern the behaviors of individuals, organizations must strive in employing
standards which aid in providing guidance while at the same time, encouraging the
individual imagination. "Structure needs to be designed with an open eye toward desired
ends" (Bolman & Deal, 2013, pg.56). Structure is the guide map for organizations to
meet goals. Individuals are playing important parts in the organization but they must
adhere to the structure regardless of perception.
The structure is itself is like a large puzzle. It has many pieces and the each interlock
with each other. Without any given piece, the puzzle would be incomplete. Without
coordination such as lateral and vertical, the different pieces could not work as a
cohesive unit. The structure of an organization allows for needed interaction between
different units. The structural guidelines make communication between units more
important and allow for ease of collaboration. As in the example given for emergency
responders during 9/11. The lack of coordination and communication between police and
fire made all the difference for many on that day.
Prompt #2: How can you apply the concepts that you have learned about in the
readings to your personal or organizational life? Be specific.
Working in the law enforcement field, coordination and communication are key. We often
coordinate with surrounding agencies and stations. Situations are rapidly evolving and
required a shared effort to complete a given task. I have been lucky for much of my
career in that I have had great partners who understand that job and understand that
cooperation among team members is imperative. The main goal is to get the job done
safely. Radio communication; both lateral and vertical aid in getting resources and
approval so that I the end goal can be met. Information technology plays the largest part
of the imperatives as it makes it "possible to move decision closer to action" (Bolman &
Deal, 2013, pg. 64).
Prompt #3: What are the structural imperatives identified by Bolman and Deal? In
other words, what is the universal set of internal and external parameters that
organizations need to respond to when choosing its structure? How does structure
influence what happens in the workplace?
Bolman and Deal identified the following as structural imperatives: "Size and age, core
process, environment, strategy and goals, information technology, and nature of the
workforce." (Bolman & Deal, 2013, pg.61). When looking at "size and age" of a structure,
we confront issues such as the culture and how it has affected the organization. Working
in a small office compared to a large industrial plant influence structure. This can
increase or decrease action based on how many opinions are being taken into

consideration.
In the past, information that was "accessible exclusively to top-level or middle
managers"(Bolman & Deal, 2013, pg.64) is now accessible to all within the structure.
Imagine the ability to make clearer decision when you have all of the pertinent
information at you disposable. Mangers and leaders would shine and make the
decisions that benefited both the organization as well as the individual. In my career, I
need to know who I am dealing with and what my options are for handling any given
situation. Split second decisions are often a part of the equation.
Prompt #4: In Chapter Four, Bolman and Deal describe eight basic structural tensions
that organizations face when searching for an appropriate structure. Consider an
organization in your life (perhaps your family, or any other organization with which you
are familiar). Make some connections / discuss this organization in light of at least a few
of these structural tensions.
In "Gap vs. Overlap" I am reminded of a situation in which a manager who thought it
would be a great idea to get rid of an overlapping unit in favor of creating a useless
position staring at a later time. We often had an over lapping unit which started at in the
late afternoon hours. This unit helped to relieve the strain on early afternoon units who
were bombarded with calls for service from the start of their ships to the end. The
overlapping units would take care of things and be relieved halfway through their shift by
units on the night shift. This situation had the propensity to have "important tasks fall
through the cracks" (Bolman & Deal, 2013, pg.71). Being over worked can take its toll.
In a previous job at an amusement park, I worked as an operations supervisor. In
"Underuse vs. Overload" I was often overloaded with work and could not seem to be
able to keep up with the added tasks which were mounting. My biggest problem was that
coworkers were "babied" by management because they often complained that they were
tired. "If employees have too little work, they become bored and get in other people's
way" (Bolman & Deal, 2013, pg.71). Their inability to accept work caused a lot of office
meetings which I did not have time for.
Prompt #5: Throughout your progression in the Organizational Leadership program, you
have had a number of courses that include content that could be viewed through the
structural frame. Please highlight what you would consider to be two of the most
important things (ideas, concepts, theories, models, processes, skills, etc.) that you
have learned in previous coursework that you can relate to the structural frame. Briefly
discuss each key learning, the course where you learned it, and its connection with the
structural frame.
With organizations today, we see that all have some sort of diversity. Whether that
diversity comes from culture, age, gender, etc., the diversity of and organization will play
a large role in its structure. In OGL 350 "Diversity and Organizations" in order to have an
effective team, you must surround yourself with the best people. This can be a challenge
because those people may not be able to work effectively with each other. The
communication strategies that leaders within an organization would need to employ
could be facilitated by the ease of communications. Having an international organization
with streamlined communication would benefit the team members in understanding each
others perspectives.

In OGL 240 "Intro to Project Management" we touched on the issue of project charters.
The project charter provided the scope of the project and project goal with completion
dates. "Strategic decisions are future oriented" (Bolman & Deal, 2013, pg.63). Within an
organization, long-term goals are important as they are the driving force which provides
a road map for the organizations decision making. Project charters provide an overview
of the project, what is to be expected, contingency plans in case of mishaps and clear
routes of communication.
Frame or Reframe an Organization from a Structural Perspective
Prompt #6: How has structure impacted the culture and outcomes (for customers,
employees, stockholders, surrounding community and/or any other stake-holders) in an
organization with which you are affiliated? Describe enough of the situation concretely
to provide context and use concepts from the readings in your response. If you dont
think structure has any influence, think again more carefully and perhaps revisit the
readings / Learning Module content to broaden your definition and understanding.
At my previous job at an amusement park, I worked in the operations department. This
department oversaw the largest budgets, largest revenue makers and most employees
per department. The park's structure lacked cohesion. Communication between
departments was lacking. Within the operations department, communication was vertical
and flowing. We kept the employees up to date on park information and department
information. This made for safer operations, and happier employees who were kept
informed. Happy employees translated to happy guests. Goals were kept simple, safety
above all else, and happiness for all.
I saw the lack of communication within the other departments to the point where
employees of the food and beverage department could not identify the parks general
manager even if she were standing right in front of them. Their goals and strategies
where not clear. I saw a lack of enthusiasm in their demeanor. No up sales, no
recommendations. "Problems cop up if growth occurs without fine tuning roles and
relationships"(Bolman & Deal, 2013, pg.60). Due to the lack of internal communication, I
noticed that as the summer season brought larger number of employees, the lack of
knowledge and drive from the food and beverage department increased.

Reference:
Bolman,L.G.,&Deal,T.E.(2013).Reframingorganizations:Artistry,choice,andleadership(5thed.).
SanFrancisco,CA:JosseyBass.