PPD402_lecture5_structure

PPD402_lecture5_structure - PPD 402 Management of Public...

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Unformatted text preview: PPD 402: Management of Public and Nonprofit Organizations Structural Frame Dr. David F Suárez Professor of Public Administration School of Policy, Planning, and Development Dilbert Principle, Revisited “ The most ineffective workers are systematically moved to the place where they can do the least damage - management” Scott Adams 1996 Are Leaders Clueless? • CEO Jeff Skilling thought Enron was “in excellent shape” when he quit a few months before it collapsed. • Joseph Berardino, CEO of Enron’s auditor, Andersen Worldwide, said no one told him some of his partners thought that approving Enron’s aggressive accounting practices was risky. • Roger Smith said it was a “mystery” why General Motors lost market share throughout his tenure as CEO. Signs of Cluelessness • Management error causes hundreds of bankruptcies in public companies every year. • Most mergers fail, but companies keep on merging. • One study estimates that 50 to 75% of American managers are incompetent. • Most change initiatives produce little change; some make things worse. What are Frames? • Mental map to read and negotiate a “territory”— the better the map, the easier it is to know where you are and get around (a map of New York won’t help in San Francisco) • Frame as window —enables you to see some things but not others • Frame as tool —effectiveness depends on choosing the right tool and knowing how to use it Expanding Management Thinking Traditional Management Thinking Artistic Thinking See only one or two frames Holistic, multiframe perspective Try to solve all problems with logic, structure Rich palette of options Seek certainty, control; avoid ambiguity, paradox Develop creativity, playfulness One right answer, one best way Principled flexibility Structural Frame...
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PPD402_lecture5_structure - PPD 402 Management of Public...

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