Analyzing TM Berhad using Bolman and Deal’s Four Frames :: essays research papers

Bolman & Deals Four Frames Case Report1.0IntroductionThe purpose of this story is to analyse TM Berhad using Bolman and Deals four frames, as per figure 1 below. Bolman & Deal suggests that Leaders like everyone else, view their experiences through a set of preconditioned lenses and filters (Bolman and Deal, 1991, p 510)(Adapted from Bolman & Deal, 1997)In this paper, we have examined our company of choice, TM Berhad, utilizing each of these four frames as a spectacle to determine the leadership approach of its management, and accordingly detailing the much prominent of the frames used. TM Berhad was chosen for our case compendium, due to availability of data from significant coverage on the company awarded by the media.2.0Telekom Berhad (TM)- ProfileTM is a government-linked corporation, through its substantial shareholder Khazanah Malaysia (Khazanah), the Malaysian Governments main investment vehicle. It is a major component of the Kuala Lumpur crinkle Exchange Berhad Composit e Index. In 2004, a new Group Chief Executive Officer, Dato Abdul Wahid bin Omar was appointed by Khazanah under a general regenerate exercise of the GLCs. TM is the main nationwide provider of telecommunication services. It has x no of subsidiaries and operates in three core operating areas of Telco- Its core telecommunication melodic phrase Telekom Multimedia- Develops new media condescensiones ServiceCo- Oversees operational activities such as fleet and property management.The fixed line business and residential telephone services remain the core business of TM.TMs organization chart is depicted in figure 2 belowFigure 23.0 Four Frame AnalysisOur four-frame analysis (Figure 3 above) reveals that TM, like any other modern large corporation, places heavy emphasis on the structural frame. Other frame elements are also present, for example, calling development and training programmes are evidence of HR frame use, as well as deployment of a re-branding exercise and other symbolic rituals to provide symbolic frame elements. We may also make inferences that the political frame is also in play from agenda-setting, ambiguity and uncertainty caused by the rationalization and reorganization jumper lead to scarcity of resources and internal conflict, and signing of a collective agreement to denote bargaining and negotiation. We have chosen to focus our detailed analysis on the more prominent structural frame. 4.0Structural Frame AnalysisBolman & Deal list six assumptions behind the Structural Frame. 1) Organizations exist to achieve established goals and objectives. 2) Organizations work trump out when rationality prevails over personal preferences and external pressures. 3) Structures must be designed to fit organizational circumstances.