Bolman & Deal's 4 Frames Analsyis: Case Study on Telekom Malaysia Bhd
Bolman & Deal's Four Frames:
Case Report
On
TM Berhad
By:
CLN D
30 July 2004
Ng Cheng Sinn
Norliza Ab Samad
Suppiah Govindasamy
Zarida Jean Noordin
Leong Kum Weng 1.0 Introduction
The purpose of this paper is to analyse TM Berhad using Bolman and Deal's four frames, as per figure 1 below. Bolman & Deal suggests that Leaders like everyone else, view their experiences through a set of preconditioned lenses and filters' (Bolman and Deal, 1991, p 510)
(Adapted from Bolman & Deal, 1997)
In this paper, we have examined our company of choice, TM Berhad, utilizing each of these four frames as a "spectacle" to determine the leadership approach of its management, and then detailing the more prominent of the frames used.
TM Berhad was chosen for our case analysis, due to availability of data from significant coverage on the company awarded by the media.
2.0 Telekom Berhad ("TM")- Profile
TM is a government-linked corporation, through its substantial shareholder Khazanah Malaysia (Khazanah), the Malaysian Government's main investment vehicle. It is a major component of the Kuala Lumpur Stock Exchange Berhad Composite Index. In 2004, a new Group Chief Executive Officer, Dato Abdul Wahid bin Omar was appointed by Khazanah under a general revamp exercise of the GLCs.
TM is the main nationwide provider of telecommunication services. It has x no of subsidiaries and operates in three core operating areas of:
Telco- Its core telecommunication business
Telekom Multimedia- Develops new media businesses
ServiceCo- Oversees operational activities such as fleet and property management.
The fixed line business and residential telephone services remain the core business of TM.
TM's organization chart is depicted in figure 2 below:
Figure 2
3.0 Four Frame Analysis
Our four-frame analysis (Figure 3 above) reveals that TM, like any other modern large corporation, places heavy emphasis on the structural frame. Other frame elements are
Case Report
On
TM Berhad
By:
CLN D
30 July 2004
Ng Cheng Sinn
Norliza Ab Samad
Suppiah Govindasamy
Zarida Jean Noordin
Leong Kum Weng 1.0 Introduction
The purpose of this paper is to analyse TM Berhad using Bolman and Deal's four frames, as per figure 1 below. Bolman & Deal suggests that Leaders like everyone else, view their experiences through a set of preconditioned lenses and filters' (Bolman and Deal, 1991, p 510)
(Adapted from Bolman & Deal, 1997)
In this paper, we have examined our company of choice, TM Berhad, utilizing each of these four frames as a "spectacle" to determine the leadership approach of its management, and then detailing the more prominent of the frames used.
TM Berhad was chosen for our case analysis, due to availability of data from significant coverage on the company awarded by the media.
2.0 Telekom Berhad ("TM")- Profile
TM is a government-linked corporation, through its substantial shareholder Khazanah Malaysia (Khazanah), the Malaysian Government's main investment vehicle. It is a major component of the Kuala Lumpur Stock Exchange Berhad Composite Index. In 2004, a new Group Chief Executive Officer, Dato Abdul Wahid bin Omar was appointed by Khazanah under a general revamp exercise of the GLCs.
TM is the main nationwide provider of telecommunication services. It has x no of subsidiaries and operates in three core operating areas of:
Telco- Its core telecommunication business
Telekom Multimedia- Develops new media businesses
ServiceCo- Oversees operational activities such as fleet and property management.
The fixed line business and residential telephone services remain the core business of TM.
TM's organization chart is depicted in figure 2 below:
Figure 2
3.0 Four Frame Analysis
Our four-frame analysis (Figure 3 above) reveals that TM, like any other modern large corporation, places heavy emphasis on the structural frame. Other frame elements are