Sales, Marketing and Support the Complete Reframing Story

SALES, MARKETING AND SUPPORT THE COMPLETE REFRAMING STORY

Introduction

This assignment will continue the reframing analysis on my appointment as Director and changes to the Division of Sales, Marketing and Support (S&M) in 2011. The company set a goal at the time of my appointment “to be a $20 million dollar company and to become a world class company within 5 years”. To achieve this goal I saw my role and that of the Division to set in place and implement appropriate strategies to achieve these goals. The division of S&M plays an integral role in a company as it takes on an important function in being a conduit in what a company manufactures and what the client/customer needs. This division therefore plays a central role and its interaction with other divisions, Research & Development (R&D) and Production is important. Prior to my arrival the Division of S&M was essentially a one way passage in which the products that were being devised, developed and manufactured by R&D were sold to a broad scientific market. There was little information coming through S&M back to R&D or Production, nor was there an environment of inclusion by the previous Director. Bolman and Deal have described that a structure provides the “blueprint of officially sanctioned expectations and exchanges among internal (executives, managers, employee) and external (customer and clients) constituents.” When one changes that structure the blueprint for officially sanctioned expectations about how people will behave and interact is changed and providing new opportunities.

The previous assignment focused on analysis using the structural frame in which organisations are viewed as rational systems. The frame reinforces the importance of designing structural forms that align with an organization’s goals, task, technology, and environment. This allows for “a differentiation of work roles and tasks and provides for clarity of purpose and contribution, leading to appropriate coordination and integration” (Gallos, 2006). Analysis through the structural framework provided insights on how my appointment and the restructuring allowed for better definition of the roles, responsibilities and processes of the S&M division, as well as changing others behaviours and expectations of the Division (Bolman and Deal). It has also been made clear that throughout the semester any organisational changes viewed through a single frame is not enough. “…….Together, however, the four frames harness the pluralism in the organisational theory base, acknowledging its richness and complexity while organizing its major elements for easy access and application (Gallos, 2006)”. Therefore in this assignment the three remaining frames, Political, Human Resources and Symbolic will be used to analyse the situations and changes that have taken place with