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According to Bolman and Deal (2003), practioners may not use the appropriate frame to analyse action. They suggest that rather than depending on one frame, one should integrate all frames into the analysis to provide a reasonable explanation of the action. It is increasingly apparent that single frame approach severely limits one's ability to understand and manage organizational actions.

Many people adhere to one frame and make judgements on organizational activity based on that frame. Cadwell (1994) found that a sample of hospital employees used structural frame to understand changes in their organization almost exclusively. Wilkie (1993) also found that mangers relied on only one frame in explaining change to employees and used that frame to realize the change.

From the above discussion it is evident that individuals with different views of organization will view both the process of implementation and its implications differently, and every individual responds to it with a different perspective. This makes sense that implementation of change is not a linear process as conceived by the rational view of organization. Rather, it is a complex and dynamic organizational process which necessitates a multiple frame approach of leadership for optimal results.

Research Hypotheses

An analysis of the above literature leads to the following hypotheses:

Midlevel public managers and their subordinates may differ in their perception about the use of leadership frames by midlevel public managers.

The perception of midlevel public managers and their subordinates may be different with regard to midlevel mangers' leadership effectiveness and its association with the dominant leadership frames.

The perception of senior managers about skills and behaviours of midlevel public managers for successful implementation of change may be consistent with the Bolman and Deal Model.

Use of multiple leadership orientations by midlevel public mangers and effective implementation of change may have positive association.

In the above testable hypotheses, four leadership frames, i.e., structural, human resource, political and symbolic are independent variables and leadership/managerial effectiveness and implementation effectiveness are dependent variables, which I will explain through this research study.

Conclusion

The implementation of a new policy or program into an organization is an organizational process that creates a changing environment. New standard operating procedures are required, the goals of the organization may be shifted, requirement for employee expertise may change, and /or locus of control may shift. Change creates uncertainty in organizational processes and affects the way in which individuals act.

Organizational members do not share the same perspective of organization. Each has slightly different view based on different frame of reference. As a result, the way an individual responds to organizational change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。