Structural Frame
Reorganizing, or restructuring, is a powerful but high‐risk tactic for improving organizations
There are clear structural tensions within the TVN case study, spread across an inability of some staff
to see the differentiation of roles, a lack of integration and delivery of control, and finally a lack of
formalisation of R&R, Visions, and clear direction of the company.
For me the lack of structural identification – equally it is recognised that that roles and
responsibilities are not entirely clear. Bolman and Deal (2021) talk about the importance of clear
roles and coordination and the need to understand where people add value in order to achieve a
common goal. They go on to cite that in organizations large and small, structure is vital to success.
Definition of roles is fundamental to the success of any hirecay. In the military this is vital.
This is most likely as a result of the ‘laissez‐faire’ way of operating in the past pre the new guard.
There are key and valid skills sets in both camps. In the case of Dancer there is a desire to deliver and
get the job done. This is characteristic has its positives and should be exploited where appropriate.
From a differentiation perspective, Dancer knows the organisation and division he is in, but appears
to misinterpret part of the function he works for. Differentiation within the TVN hierarchy should be
clear, with Dancer commissioning shows as part of his role as Program Director.
However, Dancer seems to have kept some of the control elements that he would have had when he
was interim MD. It is clear that there is a level of unilateral decision making that should sit within the
MD space that Dancer continues to exercise. These are in the realms of what type of shows to
produce and chose that sit outside the remit his role.
These are therefore small tensions in both the horizontal and vertical planesof differentiation.
Dancer is branching up into the MD decision making space and keeping information at his level and
not passing up decisions or key information that sit at MD level.
Integration, Control ‐ There is a lack of control at the higher level. Not necessarily attributed to poor
management, but more likely poor followership being displayed by Dancer. Whilst a hierarchy of
authority is in place by presence of roles. The responsibilities don't appear to be being followed ‐
Dancer does not report to the MD stuff that arguably sits outside his remit or one could assume
would be part of reporting to the MD; read controversy in the production and potential reception of
SLAM.
A lack of formalisation is the number one problem ‐ formalisation of roles and responsibilities, a
decision matrix, and reporting mechanisms. Formalisation would also include the codification of the
vision and direction the company takes, aligned against the franchise aims. This would ensure clear
direction is how the company is governed and what boundaries Dancer has for program comission ‐
does it fit within the franchise Y/N criteria.