Organization Behaviour: Career Rot Case Analysis and Discussion

This report provides a comprehensive analysis of the 'Career Rot' case study, focusing on the career challenges faced by Anna Durant within the XXX transformation company. The analysis utilizes the Boleman and Deal's four-frame framework, specifically focusing on the structural and human resource frames to understand the organizational issues. The report examines how the company's ineffective management structure, including unclear organizational roles and lack of training, impacted Anna's career progression. The structural frame is applied to identify issues within the company's strategy and resource allocation, while the human resource frame highlights the importance of training and employee development. The report concludes with a balanced emphasis on both frames to provide a holistic approach to solving the organizational problems and enhancing both personal and organizational goals.

Running head: ORGANIZATION BEHAVIOUR 1
ORGANIZATION BEHAVIOUR
(Career Rot Personal Case Paper)
Name of the student:
Name of the university:
Student’s ID:
Module code:

ORGANIZATION BEHAVIOUR 2
Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
Issues faced by Anna Durant..................................................................................................2
General insight........................................................................................................................2
Boleman and Deal's four-frame framework...........................................................................2
Structural frame to the case scenario......................................................................................3
Human resource frame to the case scenario...........................................................................3
Emphasis on a particular frame..............................................................................................3
Conclusion..................................................................................................................................4
References..................................................................................................................................5

ORGANIZATION BEHAVIOUR 3
Introduction
The descriptive analysis helps to identify and analyses the decisions taken by Anna in
her career role. The case study on the challenges faced by Anna would be explained with the
help of Boleman and Deal's four-frame framework (Schoepp & Tezcan-Unal, 2016). With
the help of this framework, various situations would be analyzed with an explanation of why
the circumstances had changed. The Boleman and Deal's four-frame framework deals with
the idea that a leader could be useful if he/she considers the frames or the perspectives to sort
out the organizational issues. The answers to the problems would be solved with the help of
the structural and human resource frames in reference to the case study of Career rot.
Discussion
Issues faced by Anna Durant
Anna worked with the XXX transformation company, where she found that the roles
she had been entrusted are not matching up to her skills and knowledge. She was not able to
find an interest in the company due to the ineffectiveness of Bella's management (Vuori,
2018). The mismanagement from Bella comes from the fact that the projects which were
given to Anna were random with no clear identification of clear goals or critical performance
initiatives (KPI). As a result, she was not sure whether the performance of her would match
the skills of her. Although she was busy in handling different types of projects and was able
to learn new things, her career graph was not progressing as expected.
In the next step, Bella had even changed the role of Anna to become a program
manager to lead the initiatives in the learning commercialization unit without any proper
training, and it becomes hard to tackle the challenges. The outcome was that her learning
curve was affected and that made her very ineffective in her roles (Moore, 2016). This
ineffectiveness of her was caught when she went to appear for an interview session where she
was not selected despite having the work experience. Her interview experience was better as
she got positive feedback from the interviewee, but the main reason for not being selected is
that she did not have the requisite knowledge for the job. On further reading, it is seen that
her manager might be giving some negative hints that could be hindering them from hiring
her. This had stopped Anna from fulfilling her dreams and making prospects in her career.
General insight
The issues faced by Anna Durant is due to an ineffective management structure within
the organization which is creating problems for her. In order to solve the organizational
problems, a basic format could be implemented, which is Boleman and Deal's four-frame
framework. The problems would be discussed by focusing on only the two frames - structural
and Human resource.
Boleman and Deal's four-frame framework
Every organization faces some problems and to solve it, a particular model had to be
applied. This model is the Four frame model which was proposed by Terry deal and Lee
Boleman in the year 1991. As per the opinions of Boleman and Deal, an organization could
solve the internal issues if the management team tries to solve the problems based on four
frames (Bolman & Deal, 2015). There are four frames in this framework which are political,
human resource, symbolic and structural.
The structural frame helps to identify the primary strategy required to solve out the
organizational issues. This would help the organization to achieve the organizational goals

ORGANIZATION BEHAVIOUR 4
within a specific time limit without crossing the deadlines. The Human resource frame help
to identify the training programmes that would help the employees to develop themselves,
leading to better growth and job satisfaction (Thoreau, 2017). The political frame helps the
organization to solve the conflict scenarios within the firm so that the workplace remains
sustainable for the employees. The final one is the symbolic frame where the organization
focuses on the challenges and finding solutions to make the workplace sustainable.
Structural frame to the case scenario
The structural frame defines the reasons why a change is required within an
organization. It focuses on the strategy of the company so that it could achieve the goals
within a definite time. From the case study, it is quite clear that the organization structure of
the XXX transformation company was not clear (Moen, 2017). This could be made clear
from the fact that during the transition period, there had been three managers. After the
arrival of Bella, the condition deteriorates much more as she entrusted Anna with different
roles which she had no experience with. Although she was busy engaging with the various
projects, her learning objectives were not fulfilled.
It clearly showed that the company was lacking the correct workforce for the
activities required to achieve the organizational goals at the right time. It correctly shows the
confusion between the priorities and responsibilities within an organization. Using the
structural frame would help the company to change the environment, and this would make it
better for the organization to grow. In addition, the company is seen to be facing the dearth of
resources, and this could be solved by the proper acquisition of technological tools so that the
efficiency in them could be achieved respectively (Herman, 2016).
Human resource frame to the case scenario
The Human resource frame help to identify the training programmes that would help
the employees to develop themselves, leading to better growth and job satisfaction. This
frame is essential for the company as through it, and the manager could improve her manager
of the organization gets benefitted by it. From the case scenario, it is quite clear that Anna
was very upset in her performances, although she had been learning new things (Şimşek &
Garipoğlu, 2016). As a result, when she went for an interview session for the position which
she had been working for some time. In spite of having a good interview and being an
experienced employee, she was not selected, and the main reason was lack of training
sessions.
The lack of training sessions had impacted her career, and within a short stint of time,
she had to change lots of jobs, and that affected her learning curve (Jiang & Men, 2019). The
human resource frame states that the manager had to introduce better training programmes or
conduct a workshop so that the employees could improve their skills. This would help them
to upgrade themselves with the best tools required to be leading employees in the sector in
which she had been working. In addition, a proper environment would be set up where the
people would be able to communicate with each other effectively (Holmes & Scull, 2019).
This would help the employees to develop themselves and to improve the organizational
productivity so that it remains competitive in its domain.
Emphasis on a particular frame
The case study presented the issues that were associated with the learning curve and
the career graph of Anna Durant. In order to solve them, two frames were used mainly due to
its relevance to the presented problems. The study was done in a balanced manner which

ORGANIZATION BEHAVIOUR 5
showed emphasis on both the frames in a proper way. The reason for using the structural and
human resource frames was that the company was facing an inefficient structure which
reflects an unstable hierarchy. Due to which the company do not know what employees
should be doing what sort of roles. In this case, it was seen that Anna had to change several
roles during her stay at the company. Her final role in the company where she worked for
some time did not help her in getting a promotional offer in the interview. This is mainly due
to the lack of training programmes that presented with enormous challenges which made it
too difficult for her. Even, Bella, who is the manager of the company, do not know what
Anna should be doing in the company. From this context, it is quite evident that to solve the
issues, and both frames had to be used. Thus, both the frames would be utilized in a balanced
manner, and no underutilization or overutilization of any of the two frames is being
represented in the case study analysis.
Conclusion
The descriptive analysis is an essential strategic tool for an organization where the
company could know if the strategies used by it would be beneficial or not. The issues that
had been faced by Anna Durant were being solved by the use of two frames under the
Boleman and Deal's four-frame framework. The case study revealed a lack of
organizational structure due to an improper hierarchy and the company do not know what
employees had to do what type of jobs. The issues were sorted with the help of the structural
frame of the framework mentioned above. In addition, another problem related to the
ineffective human resource handling of Bella was solved with the help of the human resource
frame. The problems had been resolved with the help of a balanced emphasis on both the
frames, which would enhance the personal and organizational goals.

ORGANIZATION BEHAVIOUR 6
References
Bolman, L., & Deal, T. (2015). Think-Or Sink. Leader to Leader, 2015(76), 35-40. doi:
10.1002/ltl.20176
Herman, R. D. (2016). Executive leadership. The Jossey-Bass handbook of nonprofit
leadership and management, 167.
Holmes, W., & Scull, W. (2019). Reframing organizations through leadership
communications: the four-frames of leadership viewed through motivating
language. Development And Learning In Organizations: An International
Journal, 33(5), 16-19. doi: 10.1108/dlo-09-2018-0107
Jiang, H., & Men, R. (2016). Creating an Engaged Workforce. Communication
Research, 44(2), 225-243. doi: 10.1177/0093650215613137
Moen, D. (2017). The leader-investigator: Using leadership studies as a model for
conscientization through adaptive leadership, the four frames approach, giving voice
to values, and the competing values framework. Journal of Thought, 51(3-4), 22-37.
Moore, K. (2016). The art of ombudsing: Using multiple frames to resolve conflict. Journal
of the International Ombudsman Association, 9(1).
Schoepp, K., & Tezcan-Unal, B. (2016). Examining the Effectiveness of a Learning
Outcomes Assessment Program: A Four Frames Perspective. Innovative Higher
Education, 42(4), 305-319. doi: 10.1007/s10755-016-9384-5
Şimşek, E., & Garipoğlu, B. Ç. (2016). Analysis of the Leadership Orientations of Academic
Leaders with Respect to Bolman and Deal’s Four Frames Model. Inonu University
Journal of the Faculty of Education, 17(1), 81-74. doi: 10.17679/iuefd.17126525
Thoreau, H. D. (2017). Integrating Frames for Effective Practice. Reframing Organizations,
297.
Vuori, J. (2018). Understanding academic leadership using the four-frame model. Theoretical
and Methodological Perspectives on Higher Education Management and
Transformation: An advanced reader for PhD students (p. 167). Tampere: Tampere
University Press.