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ability to tailor the organization to people. The human resource manger/leader defines problems in interpersonal terms and looks for ways to adjust the people to fit the organization or adjust the organization to fit the people. Such managers emphasize change through training, rotation, and promotion (Bolman & Deal, 2003). The human resource oriented managerial leaders find solutions to problems by taking individual needs into consideration and finding a way for employees to maximize potential and increase job satisfaction

Political Frame

The third frame, the political frame, is based on ideas from the political science arena. It assumes a continuing competition among different constituencies for scarce resources and emphasizes individual and group interests The building blocks of this frame are the ways to accrue and maintain power (French and Raven, 1959, pp 150-165)., the conflict generated from shifts in and struggles for power (Pfeffer and Salanick, 1974, Pfeffer and Salanick, 1977) the allocation of the scarce resources (Pfeffer and Moore, 1980), and the bargaining entailed in the allocation of power and resources.

People viewing organizations through this lens identify loss of organizational or managerial or change in coalition as problem. This frame assumes that groups compete for scarce resources and conflict is a normal by-product of this competition (Bolman & Deal, 1984; 1992). Organizational members may see themselves vying for power and /or for resources against those with whom they had formerly been allied in conflict resulting from change in the organization. Problems may arise as individuals or groups try to influence the allocation of resources as 'power is unevenly distributed or so broadly dispersed that it is difficult to get anything done' (Bolman & Deal, 1984, p. 5).

Within such organizational complexity, solutions depend on the managerial leader's political skill and acumen. The political frame displaces organizational goals with individual and group interests (Bolman & Deal, 1992). Political orientation managers are effective at building alliances and support. They are especially skilled as negotiators in the face of conflict and opposition (Strickland, 1992). They value realism and pragmatism and spend much time networking, creating coalitions, negotiating compromises, and building a power base (Bolman & Deal, 1984, 1991a, 1991b).

Symbolic Frame

The fourth frame, the symbolic frame, is derived primarily from the field of Anthropology. The world is viewed as chaotic in which meaning and predictability are social creations and facts are interpretive as opposed to objective. The theme for this frame is based on the notion that despite individual and group differences, an organization's culture and shared values hold the organization together. Symbols, rituals (Schein, 1985), and myths (Clark, 1970) are the building blocks of this frame. When using this frame, organizational action is examined for what it means rather than for what has happened.

The symbolic orientation centres attention on symbols, beliefs, and faith .organizations create symbols to cultivat本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。