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The first frame essential to organization change is human resource. The specific barrier to change is that people feel incompetent and needy (Bolman & Deal, 2017). The cases of Honk Kong Chinese employees provide examples of the use of organizational processes, such as soliciting and accepting voice and engaging in problem solving discussions (Snell et al., 2021, p. 103). The strategy of participation and involvement of employees allowed Hong Kong businesses to overcome employees lack of confidence.
The second frame important for a successful organizational change is structural. The loss of direction constitutes the example of a barrier (Bolman & Deal, 2017). The study of the construction industry in Addis Ababa City has ascertained that employees with insufficient communication have the worst results (Fromsa et al. 2020). The strategy that helped companies mitigate the lack of communication was direct supervision on construction sites.
The third frame that has to be considered is political. The specific barrier to change is disempowerment, which prevents lower-ranking employees from committing to their work (Bolman & Deal, 2017). The case study of Honk Kong businesses by Snell et al. (2021) has showcased the prevalence of superior manipulation. The development of a cooperative arena has allowed the companies to involve employees in decision-making thus restoring mutual respect.
The fourth frame important for organization change is symbolic. A specific barrier that hinges meaningful changes is clinging to past (Bolman & Deal, 2017). Lewis et al. (2017) mention the study of Virgin Atlantic implementing a different advertising campaign that allowed it overcome traditional gender stereotypes. By choosing a strategy celebrating the future free od sexist assumptions, the company managed to encode new meaning of aesthetics in the airlines industry.
In conclusion, it should be evident that using each frame would result in a fundamental organizational change. The case study of a European financial services provider AssetCo provides an example of a company that experienced four frame changes (Chanias et al., 2019). Digital transformation has enhanced the role of employees, making their opinions both influential and valued by higher management, while promoting new ideas of a digital corporate culture.
References
Bolman & Deal (2017). Chapters 18-19, Reframing Change in Organizations, and Reframing Ethics and Spirit, in L. G. Bolman & T. E. Deal (Eds.), Reframing organizations: Artistry, choice, and leadership (pp. 359-397). John Wiley & Sons.
Chanias, S., Myers, M. D., & Hess, T. (2019). Digital transformation strategy making in pre-digital organizations: The case of a financial services provider. The Journal of Strategic Information Systems, 28(1), 17-33. Web.
Fromsa, A., Ararsa, W., & Quezon, E. T. (2020). Effects of poor workmanship on building construction and its implication to project management practice: A case study in Addis Ababa City. Journal of Xidian University, 14(9). Web.
Lewis, P., Benschop, Y., & Simpson, R. (2017). Postfeminism, gender and organization. Gender, Work and Organization, 24(3), 213-225. Web.
Snell, R. S., Chak, A. M. K., Wong, M. M. L., & Hui, S. S. K. (2021). Self-perceived misattributed culpability or incompetence at work. Asian Journal of Business Ethics, 10(1), 103-128. Web.
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