A Case Study for a New Program of a College using the Four Frame Model of Bolman and Deal

Background: Social media is changing the modern academic landscape; this study sought to explore how organizational structures support or inhibit the harnessing of social media use in academic contexts and knowledge translation. Methods: A qualitative study was conducted using framework analysis based on the Bolman and Deal’s Four-Frame Model—structural, human resources, political and symbolic. The research team used the snowball sampling technique to recruit participants following the completion of each participant’s semi-structured interview. A member check was completed to ensure rigour. Results: 16 social media educators and experts from several countries participated in the study. Study findings showed that within the Structural Frame, institution types were reported to have with diverse hierarchical structures, ranging from strict to malleable: hospital-based (strict), education institutional-based and online only groups (malleable). The Human Resources Frame revealed that most participants’ social media organizations operated on unpaid volunteer staff. The training of these staff was primarily via role-modeling and mentorship. Regarding the Political Frame, social media helped participants accumulate scholarly currency and influence within their field of practice. Symbolic Frame showed a wide range of traditional to non-traditional organizational supports, which interacted with both intrinsic to extrinsic motivation. Conclusions: Bolman and Deal’s Four-Frame Model framework may serve as an effective guideline for academic leaders who wish to strategically implement or enhance social media use into their organizations. The key insights that we have gained from our participants are how new emerging forms of scholarly pursuits can be more effectively enabled or hindered by the attributes of the organization within which these are occurring.

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A Study On Leadership and Management Effectiveness Based on a Multi-Frame Model : A Case Study for Railway Public Enterprises

International Journal of Railway ◽

10.7782/ijr.2011.4.3.057 ◽

2011 ◽

Vol 4 (3) ◽

pp. 57-63

Author(s):

Tack-Hyun Shin ◽

Jun-Sup Choo

Keyword(s):

Public Enterprises ◽

Management Effectiveness ◽

Leadership And Management ◽

Frame Model

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A Curricular reform viewed through Bolman and Deal’s organizational frames

Journal of the Scholarship of Teaching and Learning ◽

10.14434/josotl.v14i3.4940 ◽

2014 ◽

pp. 16-33 ◽

Cited By ~ 3

Author(s):

Lucinda J Lyon ◽

Nader A Nadersahi ◽

Anders Nattestad ◽

Parag Kachalia ◽

Daniel Hammer

Keyword(s):

Curricular Reform ◽

Bolman And Deal ◽

Organizational Frames ◽

Societal Needs ◽

Complex Organization ◽

Citizen Leaders ◽

Dental Profession ◽

Organizational Constructs ◽

School Of Dentistry

Professions exist to serve the needs of society, communities and, in the case of the dental profession, patients. Academic dental institutions strive to help meet these needs by educating and developing future practitioners, educators, researchers, and citizen leaders who serve the community and shape the changing environment in which they practice and provide care. The American Dental Association Commission on Change and Innovation affirms, “If dental educators are to meet these purposes, change and innovation in dental education must be responsive to evolving societal needs, practice patterns, scientific developments, and economic conditions”(Haden, et al., 2006). Guiding any institution through such authentic reform requires a number of strategies. Lee Bolman and Terrance Deal suggest four organizational constructs, or frames, through which to view a complex organization: Structural, Human Resource, Political and Symbolic (Bolman and Deal, 1997).“Like maps, frames are both windows on a territory and tools for navigation” (Bolman and Deal, 1997). This reflective case study examines a major curricular reform initiative in a North American school of dentistry through Bolman and Deal’s organizational frames.

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Review of ‘Global sensitivity and uncertainty analysis of an atmospheric chemistry transport model: the FRAME model (v 9.15.0) as a case study.

10.5194/gmd-2017-302-rc2 ◽

2018 ◽

Author(s):

Anonymous

Keyword(s):

Uncertainty Analysis ◽

Atmospheric Chemistry ◽

Transport Model ◽

Chemistry Transport Model ◽

Global Sensitivity ◽

Frame Model ◽

Sensitivity And Uncertainty Analysis

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Reframing Recognition in Organizations

EDIS ◽

10.32473/edis-wc325-2018 ◽

2018 ◽

Vol 2018 (6) ◽

Author(s):

Matthew Sowcik ◽

Hannah Carter ◽

Valerie McKee

Keyword(s):

Human Resources ◽

Employee Engagement ◽

Business Leaders ◽

Employee Recognition ◽

Frame Model ◽

Four Frame Model

Business leaders today are faced with the challenges associated with employee engagement, recruitment, and retaining top talent. One answer that has emerged to address these challenges has been employee recognition programs. Although research has pointed to the numerous benifits associated with recognition programs, many organizations still struggle to create and deliver effective recognition programs. Many of these programs fail due to the lack of structure enabling employees to recognize each other, difficulty selecting individuals to recognize, lack of clarity concerning program objectives, and company cultures that do not support recognition. This article looks at utilizing Bolman and Deal’s four frame model (including structural, human resources, political, and symbolic) to provide leaders with a better understanding of recognition programs and guidance regarding changes a program can undergo to more accurately match the organizational landscape.

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Reframing organizations in the digital age: A qualitative study exploring institutional social media adoption involving emergency physicians and other researchers

F1000Research ◽

10.12688/f1000research.73439.2 ◽

2021 ◽

Vol 10 ◽

pp. 1048

Author(s):

Yusuf Yilmaz ◽

Brandon Ruan ◽

Priya Thomas ◽

Victoria Tran ◽

Teresa M. Chan

Keyword(s):

Social Media ◽

Qualitative Study ◽

Human Resources ◽

Media Use ◽

Structured Interview ◽

Model Framework ◽

Social Media Use ◽

Frame Model ◽

Wide Range ◽

Four Frame Model

Background: Social media is changing the modern academic landscape; this study sought to explore how organizational structures support or inhibit the harnessing of social media use in academic contexts and knowledge translation. Methods: A qualitative study was conducted using framework analysis based on the Bolman and Deal’s Four-Frame Model—structural, human resources, political and symbolic. The research team used the snowball sampling technique to recruit participants following the completion of each participant’s semi-structured interview. A member check was completed to ensure rigour. Results: 16 social media educators and experts from several countries participated in the study. Study findings showed that within the Structural Frame, participants’ organizations were reported to have with diverse hierarchical structures, ranging hospital-based (strict), education institutional-based and online only groups (malleable). The Human Resources Frame revealed that most participants’ social media organizations operated on unpaid volunteer staff. The training of these staff was primarily via role-modeling and mentorship. Regarding the Political Frame, social media helped participants accumulate scholarly currency and influence within their field of practice. The Symbolic Frame showed a wide range of traditional to non-traditional organizational supports, which interacted with both intrinsic to extrinsic motivation. Conclusions: Bolman and Deal’s Four-Frame Model framework may serve as an effective guideline for academic leaders who wish to strategically implement or enhance social media use into their organizations. The key insights that we have gained from our participants are how new emerging forms of scholarly pursuits can be more effectively enabled or hindered by the attributes of the organization within which these are occurring.

Download Full-text