Introduction
The case is about a woman by the name Cheryl, who is very hard working and is at the tip of her success. She is the broad merchandiser of Lake Land Company, which deals with production of wooden toys. She is the dynamic vigor behind the triumph of this business, from regional chain to the national stores. She is very brisk and fervent, and at all times a head of the growing market. The most central part about her was the fact that she readily knew how to make profits. Swensen wanted her to take full control of the company.
She has an idea for the Lakeland Company, and thought of ways of expanding it. Cheryl is looking for a deal with the bulls-eye stores, which is seeking for an elite contract with the wooden company. She sees this as a great opportunity of enhancing the growth of Lakeland Company, which she predicts increase in the output production if they adopt her proposal of contracting with bulls-eye company. She faces some challenges, as there are those in the organization that doubt her success in the proposal. They fear that she may lead them in a slow downfall and consequently collapsing the company. She has a few options of convincing her colleagues to see the benefits of this project. This is not going to be easy as there are challenges ahead. She is in control of a huge spot in the organization, and she intends to make changes that some of the board of directors disputes.
In order to contest this situation, the new CEO, needs to adopt the four frames of leadership to aid her bypass the challenges that faces her. In chapter 14, it states that good sense making build up good leadership, this leadership absorbs the capacity to make develop sense in the vagueness and difficulties in organizational life. For the new CEO to extend a healthier retort from the panel members, she has to use the four frames of leadership that are crucial to organizational life. These four frames are:
Structural frame: it views organization as coherent systems, through its image of organization a machine. It strengthens the meaning of designing structural measures that align with the goal task of an organization, and its strategy (Joan 25).
Human resource frames: it has it image of organization as family, it shows the close relationship between the organization and the individual. This gives individuals the needed opportunity to highlight their skills and talents.
The political frame: it sees organization as a jungle. It is an area of competing for scarce resources, conflicts, continuing differences, and establishing power negotiations. Diversity of believes, culture, skills and behavior are unavoidable realities at the organization.
Symbolic frame: this captures the life in an organization as a drama, which is ongoing as life progresses in the organization where individuals portrays their talents, expresses their selves, and carry out the roles assigned to them( Joan 25).
Cheryl faces with immediate challenges that need urgent attention. She needs to convince the board to adopt her system, as she keeps a good
relationship with her colleagues.
Human resource frame
Looking at the at the scenario, where she is the new CEO, she need to first employ a human resource analysis, where she has to concentrate on the disputes that arises from poor understanding of her proposal by her colleagues. She should invest in the organizational staffs and train them to understand the key roles of her plans, and educate them on the benefits and success in the end, that will have in the organization. She needs to use this analysis to focus on enriching the jobs of the other workers. The workers may lack proper knowledge on the field of investment, thus the need to educate them. As this analysis focuses more on open system, the new CEO should strive to engage the organization in rewarding its workers, and caring about the welfare of its workers. Cheryl should improve the HR department in order to realize best maneuvers by employing the right people and rewarding them accordingly, provision of fob security and promotion of junior staffs. She should adopt the interpersonal dynamics where she may understand the behavior of people, and identifying those individuals that cause problems. As the New CEO, she needs to develop personality tests that comprises of problem solving groups that will enhance listening skills and have a common vision of the organization (William 42).
Structural frame
The new CEO needs to employ this unique analysis that will help her set a stable environment for business in her organization, and to maintain a close supervision of the employees. This will enhance the chances of achieving the target goals and objectives of the company. She should ensure that she observes proper division of labour, plus restructuring of events to solve problems. This move will reduce the challenges of uncertainty in case of any conflicts that may start within the organization. Efficiency in this frame will aid her in allocating work and synchronizing different roles by mixing vertical and lateral power (Joan 35).
Political frame
This analysis tends to determine the success of jobs in an organization. The new CEO should not focus on political frame to resolve conflict, but she should rather adopt a strategic and tactical plan. The managers should be productive politicians in the organization and should be in a good position to place agendas. When confronted with challenges, the CEO should move with pace to give directions to the employees well as tendering to the stockholders. She should adopt the best policy that sets goals and directs the company to success. The political frame will help bypass many challenges as it enhances networking and growing coalitions with the outside market through negotiations and bargaining. She should use this analysis to make better decisions, being forceful, creative and should be able to disconnect people from external problems, and be specific in interest rather than position.
Symbolic frame
This frame holds a strong aspect of the meaning of the organization. The new CEO should maintain her figure of accountability and responsiveness and realize that life is unclear. Having that in mind, she should be able to furnish hope to the other staffs, and provide direction on the growth of the company. She needs to make them understand clearly and see life in a more fluid manner than linear. She should use the frame of symbol to remove confusion in the work place and use metaphor to loosen up tension and provide in-depth analysis to situation to the subordinate workers. She should eliminate instances of corruption by following rituals in recruiting new workers, through application letters and interviews. She should be in a position to hold the team together and show commitment a sthe CEO, plus diversifying areas of specialization to promote a competitive environment in the organization. She should address the issue of conflict properly, as it corrodes culture, but plan strategically and responsibly (Edward 56).
Conclusion
The four frames discussed in this case are crucial to the CEO, especially when face with decision-making, profit marginalization, and proper communication in the organization. By adopting these frames, a CEO contrasts and identifies any weak point in the department, and focuses on minimizing work challenges that arise due to social and non-social factors. The scenario in this case demands where Cheryl to use these frames to enhance the relationship between her and Wally in order to gain favor and support to accomplish her new radicals to the organization. These frames are vital tools that coordinate and reduce future challenges at any organization, if adopted wisely.
Works Cited
Bennis, William. On becoming a leader. Massachusetts: Cambridge, 2003.
Gallos, Joan. Business Leadership. San Francisco: Jossey-Bass, 2008.
Schein, Edward. Organizational culture and leadership. San Francisco: Jossey-Bass, 2004.
