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Management Frameworks - Four Frame Analysis

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ORGANISATIONAL CONTEXT
When I entered employment with FreightQ the company’s organisational structure had labour divided according to the products it transported. Due to the large demand for the transportation of a particular product (coal) support was provided by means of a parallel division. This supporting division, entitled National Customer Strategy (NCS), focused on retaining and attracting new coal customers.

The NCS division identified a need to provide customers with complete supply chain solution. To achieve this, FreightQ had to provide a service which spanned across its different divisions. The desire to offer a complete supply chain solution resulted in the creation of a temporary project team (PT) within the NCS division. As part of PT’s complete supply chain, it initiated investigations into Next Generation Rollingstock (NGR).

When FreightQ restructured six months later, PT became part of the Strategy and Business Development (S&BD) division. Other important changes for this analysis are: * Jimmy James, General Manager of NCS was appointed Vice President of Business Development within S&BD. * Mandy Marcus, the Executive Vice President and Chief Executive Officer of the old Coal Division left FreightQ. * Paul Patrick, the Group General Manager for National Capital Planning and Programs became the Vice President for Maintenance.

When PT was formed I was appointed as the Engineering Services Lead within the project. I stayed with the project for a period of twelve months, six months either side the re-structure.

FOUR FRAME ANALYSIS STRUCTURAL FRAME Analysis The previous organisational structure divided labor according to products transported. The structure relied on lateral forms of coordination between divisions. The largest of the divisions received functional support from a separate, dedicated division;

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