Artistry, Choice and Leadership: Reframing Organizations
Vanessa M. Araiza
March 2015
California State University, Northridge

Introduction
Organization Historical Background

Goodwill originated in 1919 with Edgar J. Helms, a minister with a vision and a mission to afford individuals with disabilities and other disadvantage minorities, including veterans returning from World War I. The innovator saw the opportunity to create a service where individuals through recycling unwanted items through community donations and reselling those items to generate jobs for those who otherwise would not have the opportunity to attain a job. As with organizations, Goodwill originated with a simple two level operational structural frame, with the minister making all the decisions on the everyday operation of the organization and his team of employees with disabilities running the day to day operations. The organization refurbished unwanted goods within the community and resold items for a profit in order to generate jobs for individuals with disadvantages.

During the course of time the organization has expanded tremendously and even partnered up with other nonprofit organizations, such as the Red Cross, to provide resources to individuals in need (History of Goodwill, 2005). The one-boss simple structure arrangement has evolved into a “machine bureaucracy” sort of organization, as described by Mintzberg’s five-step model. Today the organization is an organization with a defined print of operation from top to bottom levels of management and supporting staff with clearly defined policies and procedures and multiple levels of day-to-day operations. The organization has developed clear defined core assumptions and strategically ascribed job responsibilities among each and every one of its’ employees to successfully carry out its mission.

I. The Structural Frame

Organizations whether in the pubic, private or non-profit sector are defined by structural frames to provide a service to the public. However, explained in the first two chapters there are various influential factors and not every organization is successful in carrying out their mission or particular goal. In chapter 3, “Getting Organized” in Framing Organizations: Artistry, Choices and Leadership the authors outlines the importance of communication in an organization and the need for clear “well-understood goals, roles, and relationships and adequate coordination as being an essential part of an organization’s performance” ( Bolman and Deal, 2013, 46).

Within my previous employment in non-profit as well as the private sector, I have experienced working under management with extremely ridged management or as defined by Bolman and Deal (2013) a vertical structural frame, as well as other organizations with more lateral structural approach. My most recent experience was working for Goodwill Industries, an organization in the nonprofit sector operating under a very ridged vertical structural management. The organization started as small company and throughout time tactfully expanded worldwide.

The Organizational Structure

With time and advancements in technology Goodwill has shifted its form of operation

to a “monocratic bureaucracy.” The company seeks the most effective form to maximize production by increasing norms or rationality among employees through specialization among employees. It has led the organization to divide the organization into departments and sub-department with hierarchal levels of administration. The company’s methods of operation are similar to the dual authority and simple hierarchy forms; there is a chain of command with decisions originating at the top of the pyramid and communicated down to those at the bottom. At every level each employee within every department understands their specific role and their levels of responsibilities. For example within my area, the security and loss prevention department, the method of operation is the dual authority structure with the executive director at the top with the security and loss prevention managers managing subdivisions. The manager of the loss prevention oversees the investigations department and is held accountable for whatever goes on within the department. On the other hand, the security manager is responsible for managing the security supervisors within the various locations. The supervisors in turn are responsible for the everyday operations of the security team performance. As outlined in staff responsibilities, there is a clear hierarchal chain of command within every department and there are clearly defined responsibilities at every level. At Goodwill employees are hired based on merit and background qualifications. The organization encourages performance and rewards employees with opportunity for advancement.

The Structural Tensions

The company is highly stratified with a clear division of labor. For example, the organization has developed an outreach program, there is a case management department to ensure that the need of individuals with disabilities are being met, there is a human resource department, the organization has established a security and loss prevention division, there is also a shipping and receiving area and the retail department where at every level employees are grouped based on abilities and knowledge. Additionally, within each department there are also established units based on time. For instance, the security and transportation department is divided into day, swing and grave shifts. However, departments such as human resource, case management and outreach programs only provide day shift for those employees.

II. The Human Resource Frame

The Human Resource frame proposes that there is a strong relationship between organizations and employees and there needs to be a balance between the amount of freedom or control employers exert on workers or both employees and organizations will suffer (Bolman & Deal, 2013). The Goodwill Employees Handbook (2006) states that, “…employees are the driving force behind the success of our mission” (“Management’s Expectations of Employees,” n.d.). The Herzberg’s two factors theory views employment as a method for employees to obtain extrinsic benefits of earning an income (such as salary, opportunities and careers), as well as intrinsic rewards or the satisfaction work affords employees through “achievement, responsibility and recognition at work,” (Bolman & Deal, 2013). Conversely, organizations need employees for their labor, ideas, and talents each individual brings to the success of the company’s operation. However, in the real world it is not as simple and the various theories in this chapter provides several explanations as of what leads employees lose motivation to perform which leads to unhappiness during the course of employment.

Employees and Maslow’s Hierarchy of Needs

As explained by Maslow’s Hierarchy of Needs, human being are born with basic need that must be satisfy in order for individuals to perform to their fullest potential (Bolman & Deal, 2013), but when organizations fail to meet those basic needs employees lose motivation to perform to their fullest potential. As defined by Maslow’s Hierarchy of Need, employment at Goodwill fulfills physiological needs by providing employees the opportunity to earn an income to afford basic human necessities (shelter, food, water, etc.) in particular, for individuals with disabilities who otherwise would not have the opportunity to become self-sufficient. The opportunity for employment at Goodwill gives employees with disabilities the opportunity to participate in company picnics, baseball games outings, group vacationing (trips to Las Vegas) and many other group activities throughout the year and gives employees the opportunity to be a part of society and feel “normal,” meeting their social needs. However, at Goodwill the last two, the ego and self-actualization needs in Maslow’s pyramid are not met. As described by an employee with disabilities in recent article by the Aljazeera America, her job was hanging clothes and she was paid “…a penny per item of clothing. [She] felt worthless. [She] just didn’t want to go. They made [her] feel bad because [she] couldn’t work fast enough” (Forde, 2014). According to Maslow’s explanation, the employee’s self esteem or ego needs were not nurtured and ultimately self-actualization was lacking.

As Argyris argues, individuals have basic self-actualization trends and are eager for the opportunity to perform to their full potential (Bolman & Deal, 2013) and as described by the Goodwill employee, everyone, including individuals with disabilities, have the need for self-actualization. However, when the need are not met employees seek alternative ways to deal with the frustrations and find ways to cope with the situation. As seen with the Goodwill employee she coped by speaking out about the problem or in my case I made several attempts to climb the hierarchy and when that did not work I ended up leaving for a better job. Both examples provide an explanation based on Argyris’s self-actualizationneed where indiciduals seek ways to escape frustrations when not presented with the opportunity to demonstrate full potential (Bolman & Deal, pp. 125-128).

Goodwill Management and Employees

At Goodwill managers and supervisors have very ridged policy and procedures for conducting business and what is expected of employees performance. The company provides clear guidelines in the employee handbook outlining what is expected of each employee. Employees are required to “provide a productive day’s work, arrive to work on time and be at their station right at the beginning of their shift and exercise good judgment in behavior and appearance,” among various others clearly defined policies (Goodwill Employee Handbook, pg. 1).

The company has a clear vision of who they want to hire but from personal experience the company fails to reward employees, rarely promotes within the company, and does not share the earnings. However, the company does encourage education and provides scholarships for employees for courses related to the employee’s job responsibilities. However, even thought the company tries to encourage employee participation in decisions that affect how tasks are to be performed decisions are ultimately made by management and employees do not have flexibility in the way tasks are performed. As seen by example of the factory workers whose performance increased drastically when the women had control over productivity, it is clear that allowing employees to make decision send the message that they matter and can be trusted, which lead to an increase in morale (Bolman & Deal, 2009). Instead, the company has a set hierarchal system with symbols of authority lacking equality amongst employees.

Interpersonal and Group Dynamics in the Workplace

Relationship among employees and managers are crucial to understanding employees and to the success of an organization. Argyris and Schon provide an explanation through the personal theories for action, which guides individual’s behavior of how individuals see themselves and how others see them. The first is the espoused theory where the individual believes that he is performing to the best of his abilities and the second is the theory in use, which is how others perceive individuals (Bolman & Deal, 2013). For instance, at Goodwill the employee feel that she is being taken advantage because she works hard hanging clothes, she is not really given an opportunity perform and she is paid very little for her labor. On the contrary, Goodwill perceives the situation as doing a good thing, the spokesman for the company had commented that, “...work is an important part of the human experience and the human spirit, and the certificate allows us to incorporate people into our workforce that we otherwise wouldn’t necessarily be able to without the certificate” (Forde, 2014). In other words, Goodwill believes that the ability to pay individuals with disabilities low wages under section 14C of the U.S Fair Labor Standards Act, (also known as the Special Minimum Wage Certification) enables the company to provide more jobs for individuals that otherwise would not have the opportunity. As described by Argyris and Scon in model I, the employees and advocates of individuals with disability rights views the company as the problem and demand for the company to change their practice and begin paying employees better wages and the company sees the situation different.

III. The Political Frame

In contrast to the structural and human resource frames, which are constructed on formal hierarchies, the political frame views organizations and managers as a coalition of groups with similar interests who are interdependent on one another for scarce resources. These groups hold similar interests and scarce resources lead to power increase of those with the resources. This frame makes the assumptions that groups are motivated by their individual interests and each hold a diverse perception based on values, beliefs, interest and so on. Organizations compete for resources and those with scares resources lead to power and learning to bargaining and negotiate according to the organization’s need (Bolman and Deal, 2013).

Goodwill Partnerships

Stakeholders and alliances at Goodwill include the public, community officials, advocates, community organizations, sponsors, the media and even celebrities, such as Beyoncé. In 2014, Beyoncé partnered with Goodwill to promote the organization’s mission by offering fans perks for donating to Goodwill (Sarmiento, 2013, n.d). Beyoncé has the power to influence fans to donate by giving them the chance to upgrade seating and as a result Goodwill benefits from an increase in donations. On the other hand, she gets community recognition for her generosity, contribution and supports to a non-profit organization. In addition Goodwill partner with various other community organizations to provide services and training. For instance, the organization in the San Fernando Valley has partnered up with Los Angeles Community College to provide community members with the opportunity to earn certifications and gain the knowledge and skills necessary to qualify to enter entry-level positions (Goodwill Industries of the Valleys,). Collaborating, networking and building relationships with community leaders and other organizations in the community allow Goodwill to expand resources and provide additional services. However, there are other groups who have diverse interests, such as advocates and community members who believe that employees with disabilities are being exploited by earning below the standard minimum wage. Advocates and the organization have similar interest, both are concern with the well being of individuals with disabilities but each group has very different perspectives on the issue at hand. Both groups compete to convince the public on their point of view. The recent controversy has led to many questions, however the power is at the hands of legislation officials who ultimately have the final decision to support laws that allow the organization to pay salaries below minimum wage. The goal of advocates is to provide individuals with disabilities a better pay, however Goodwill is concern with increasing the number of job for individuals with disabilities and providing those individuals with the opportunity to become a part of society.

Methods to Influence Supporters

Commitment and consistency is one effective method Goodwill applies to get the support of its supporters. Advertisement is one strategy used to gets the public’s attention and persuade individuals to donate. Goodwill also applies the social proof technique; it uses public figures, such as Beyoncé or the Los Angeles Lakers to influence the public to take part on the Goodwill mission (Sarmiento, 2013, n.d). Networking and creating strong alliances with other organizations is also technique to provide a wider range of services. At Goodwill the distribution of political power is constructed on the overbounded system where, “power is highly concentrated and everything is tightly regulated” (Bolman and Deal, 2013).

The Organization’s Vision, Mission and Mapping Political Terrain

The political frame makes it clear that a vision and strategies to carry out the organizations mission are critical in achieving success (Bolman and Deal, 2013). At Goodwill there is a clear vision and strategies needed to accomplish the organization’s mission through public support, as well as community leaders and other community stakeholder’s financial assistance. There is a clear understanding of the population it targets, the services provided and form in which each department will carry out its particular mission, as inscribed in the general mission statement of the organization, “…[Goodwill] serve people with disabilities or other vocational challenges, as well as businesses, by providing education, training, work experience and job placement services” (Restoring Lives “Our Mission,” n.d). Goodwill have set goal of what needs to be accomplished and within what period of time, “ Goodwill Southern California will serve over one-quarter of a million people with disabilities or other vocational challenges over the next five years. We will continue to be recognized as the leader in providing high quality job training and placement services throughout our territory and build upon our 90+ year commitment to the environment and recycling” (Restoring Lives “Vision Statement,” n.d). In addition to it’s general mission, each department within the organization has its particular set of clearly defined goals and methods to carry out each task to increase productivity, decrease risk and accomplish the mission of the company. The company also knows what community members and organization are influential in the community and are potential channels of resources. For instance, in the San Fernando Valley they have partner up with some of the local collages and some of the major employment agencies, such as the WorkSource a government agency that provides individual employment services. The organization understands who are some of the most influential players in the community and the power they hold. As defined in the last two steps of the necessary skills for political managers as politicians, through joining forces both Goodwill and partners’ benefit and form links and facilitate future communication, communication, education (Bolman and Deal, 2013).

The Sources of Political Initiative at Goodwill

The source of political initiative at Goodwill relies in the bottom-up or the mobilization of groups such as celebrities to get others to support the organization’s cause. Recently, there was a group of activist protesting against the organization’s demanding better wages for individuals with disabilities (Forde, 2013, n.d), however, the group have not been successful at changing current laws or policies allowing employers to pay wages bellow minimum wage to employees with disabilities.

IV. The Symbolic Frame In the Symbolic Frame the driving force in organization performance is culture. Individuals apply meaning, beliefs and faith to interact in the organizational culture. The frame makes the assumptions that meaning is the most important aspect in organization performance, as individuals perceive situations differently, therefore, symbols are created to resolve conflict through myths, heroes and heroines, rituals and stories to bring people together. The frame views culture as the determining element that leads an organization to success through symbols (Bolman and Deal, 2013). Organizational Symbols The frame defines various forms in which symbol are applied in organization’s performance, at Goodwill there is strong emphasis on organizational symbols. One major symbol is the company’s vision or the mission “[t]ransforming lives through the power of work …” (Restoring Lives “Our Mission” n.d.), which is advertised throughout the stores and the organization website. The quote represents Goodwill’s core values and ideology of purpose. The Goodwill logo is another central symbol; the G stands for Goodwill, as well as a smiling face. The iconic logo “represents both [the organization’s] name and the smiles that come from helping people help themselves,” as defined by Goodwill (Goodwill International, n.d). Furthermore, the organization also applies the heroes/ heroines’ technique where through testimonial of success stories of individuals whose lives have been impacted through the assistance of various programs the company praises them as the heroes who over came major challenges. For instance, employees tell stories of their struggles after returning from military service and transitioning into civilian life or individuals who were exposed to gangs or other major challenges who were able to overcome those barriers with the support of Goodwill (Goodwill Southern California “Success Stories” n.p). For example, one of those stories is Jorge’s, as told by Goodwill, “Jorge came to Goodwill in need of help. His home in East Los Angeles was surrounded by gang activity, negatively influencing him to adopt a life of crime. After many years, Jorge hoped to find a way to make a positive contribution to society. Goodwill gave him that opportunity. Today his Goodwill job coach Celso Consignado says, “Jorge is completely dedicated to his work” (Restoring Lives, p. 3). Other symbolic methods are ceremonial technique where individuals who have been with the company for an extended period of time get recognition at a luncheon. Through these award ceremonies Goodwill brings employees from all locations together and it serves as reinforcement of company loyalty, it conveys the message that their hard work is appreciated. The Goodwill Culture Even though Goodwill has more of a vertical structural frame with clearly defined policies and procedures, it also has strong shared and cohesive cultural values that unite employees. All departments work as a unit to make the Goodwill’s mission possible. Each employee is expected to live by the Goodwill values “RISE,” respect, integrity, service and excellence, which are printed in each employee badge. On the first day of employment, during orientation, employees are presented with the values and as a new member employees are required to perform their daily activities according to the company’s mission and values. It becomes a ritual that welcomes members to the Goodwill family. It also has a strong sense of diversity, however, individuals are rarely encouraged to use their own unique skills or styles because the organization have a very rigid system and set of rules of how activities are to be conducted. Dramaturgical Theory Edwin Goffman’s view of organizations as a theatrical act applies at Goodwill, where employees have dress code and is expected to act according to acceptable roles of conduct (Bolman and Deal, 2013). In particular in my position as Security and Loss Prevention Officer where employees are expected to live by example and behave accordingly to the department’s policies and procedures. There are codes for conduct on behavior or even dress code. For instance for employees within the security department employees are required to wear uniforms and are expected to “portray a professional appearance with good grooming and personal hygiene” (Goodwill Southern California Employee Guide “Dress Code,” 56). Other departments have other guidelines for what is acceptable or appearance that is appropriate. Additionally, the company has other figurative methods to alter context, such as weekly performance meetings or monthly videoconferences where employees are informed on the overall performance and to convey any concerns that may be at hand. Planning also plays a major role in the company’s method of performing day-to-day activity.
Conclusion
As a result of major shooting, such as the Sandy Hook Elementary School throughout the country many arguments and questions regarding gun control have been reborn. Question such as should the public have access to certain types of firearms? Is it reasonable to believe that we can be trusted with such dangerous weapons? Is there really a need for high capacity weapons? Did the founding fathers of the Constitution really intend for each citizen to have unlimited use of weapons? And as other states react to shootings that have been occurring more and more often, there will be more states looking to regulate gun usage and incidentally more challenges to those laws. Eventually, many of those challenges will end up in the Supreme Court, but even though the Court may be able to interpret some controversies with regards to the Second Amendment, it is highly likely that there may never be an absolute resolution to this questions or differences between those who wish to exercise their right to bear arms and between those who want to protect the innocent from dangerous individuals. References:

Bolman, L. G., Deal, T. E., & ebrary, I. (2008). Reframing organizations: Artistry, choice, and leadership (5th ed.). San Francisco: Jossey-Bass.

Forde, K. (2014). Goodwill Paying Disabled Employees Pennies Per Hour. Aljazeera America. Retrieved from http://america.aljazeera.com/articles/2014/3/27/goodwill-paying-penniesperhour.html

Goodwill Industries - Big Bend, Inc. (2009). Goodwill Industries Big Ben Inc., Goodwill Employee Handbook. Tallahasee, Florida. Retrieved from http://www.goodwillbigbend.com/gibbonly/Goodwill%20Employee%20Handbook%20-%20Updated%20March%202009.pdf

Goodwill Industries International. Retrieved February 15, 2015 from http://www.goodwillpeo.org/your-goodwill/about-us/goodwill-industries-international

Goodwill Industries of the Valleys. C4: Community College Partnership. Retrieved from http://www.goodwillvalleys.com/work-and-training-services/training-resources/c4-community-college-partnership/

Goodwill Southern California. Retrieved February 15, 2015 from http://www.goodwillsocal.org/news-events/success-stories

History of Goodwill and the Mission of Goodwill Industries. (2005). Retrieved from http://www.amazinggoodwill.com/about-goodwill/

Restoring Lives Community and Environment. (2010-2012). Goodwill Southern California Strategy Plan V 2010-2012. Retrieved from http://www.goodwillsocal.org/wp-content/uploads/2013/07/goodwill_final_websitefile.pdf