Analysis a case study with reference to Bolman and deal four frames

Analysis a with reference to Bolman and deal four frames - Case Study Example In their work, Bolman and Deal (2003) found out an excellent approach in imparting both academic and entrepreneurial discipline in an individual professional. The balance upon attainment of these techniques results in good management qualities from an individual. The main objective of the skills acquisition is to ensure a smooth transition from clinical practice into new management roles. This study attempts to summarize the Four Frames in order to make a highlight of the distinct qualities that an individual must adopt to perform effective managerial roles. As a practicing clinician, one may feel the burden of moving into a new position of a senior manager since it requires some skills to transform from an ordinary practitioner into a more specialized role of a senior manager. To achieve this new role, Parry and Horton (1999), confirmed that holistic leadership and desired characteristics thereof involves assumption of greater importance to academics. The said leadership requires engagement ability and diverse approach to solve the difficult decision making problem. The tasks and roles that the new manager has to face require enlightenment that will best be suited by the use of Bolman and Deal recommended variety of approaches (Curran et al 2003). As a clinician, to make the relevant transformation, one must change the mindset and adopt the best leadership and management practices as outlined in Bolman and Deal (2003) study. Caution and confidence must be exercised. This is because some conflicts and relationship issues are involved as highlighted below. There are a number of conflicting issues involved as the clinician tries to adapt into the new unfamiliar managerial duties. These challenges have been classified into their respective Bolman and Deal Frames and possible solutions follow in form of qualities to adopt from Bolman and Deal (2003) study. Conservative versus change conflict: the manager