OGL 481 Pro-Seminar I:

PCA-Structural Frame Worksheet

Worksheet Objectives:
1. Describe the structural frame
2. Apply the structural frame to your personal case situation

1) Briefly restate your situation from Module 1 and your role.

As an Operations Manager in a jewelry store called Kendra Scott, I had many projects
and tasks on my plate. From leading the sales floor, to coaching and development,
shipment receiving, and inventory tasks, like auditing, counting, and shipping out. I ran a
high volume store, yet was alotted low payroll hours, low pay for myself and team, and
continuously had more added to my list. In November, just before the holidays, myself
and 5 others left the company after feedback and new efforts/ideas were continuously
downplayed or ignored for months by the district manager (DM) and senior management.
Due to this, these members felt the stress and tension of what it is like to work in this
environment, and now in an extremely understaffed store.

2) Describe how the structure of the organization influenced the situation.

The structure of the company is taking its toll on many teams, and my store was a
depiction of this. The Simple Hierarchy model on our field teams is a structural
challenge, as store leadership teams can face issues trying to get information or feedback
past the senior field positions, like district managers. Bolman & Deal explain further,
“This design relies solely on lateral coordination and simplifies communication. Each
person has to deal directly with only two others; transactions are therefore easier to
manage. However, one weak link in the chain can undermine the entire enterprise,”
(Bolman & Deal, 2017, pg. 100). Although this model may be useful through simplicity,
it can provide space for things to fall through the cracks, as seen in my situation.

In the case of my organizational analysis, several of the District Managers or even

Regionals across the U.S, including mine, can be seen as a weak link because they refuse
to move vital operational information, feedback, and store realities to executives, project
managers, and more. Often, pressure from executives to keep things flowing at low costs,
and unrealistic or absence of feedback to these positions, led to a lack of resources in the
field. Furthermore, this is now displayed through many vacant roles, including 6 from my
own store, which further extends the stress and lack of support on teams.

1
 3) Recommend how you would use structure for an alternative course of action
regarding your case.

The structural frame is still important, espically in the retail industry. Additionally, the
Simple Hierarchy Model is not necessarily bad in my case, as we have many stores in one
district that need someone to report to, then those district managers to just one person –
the Regional Manager, and it continues up the ladder. The lack of Director, VP, and other
high-level role engagement is where they start to create a poor environment. If these
positions were more involved, many field issues would be quickly resolved, leading to
more indivduals staying and growing in the company.

The Simple Hierarchy model works for field leadership team structures. Although,
alternatively, I would recommend the Circle Network for senior managers (DM + RM)
and directors/executives. The textbook shares, “It creates multiple connections so that
everyone can talk to anyone else. Information flows freely; decisions sometimes require
touching multiple bases. Morale in an all-channel network is usually high. The
arrangement works well if a task is amorphous or complicated, requiring substantial
mutual adjustment, particularly if each member brings distinct knowledge or skill,” ,”
(Bolman & Deal, 2017, pg. 101). A structure that calls for a leadership team that is
involved, in the know, and continuously looking for feeback to make relevant, realistic
decisions would save cost, time, and store/company outcomes. Addtionaly, it would cut
out ‘weak links’ like previously mentioned, and push for the high-level field leaders to be
involved both in the stores and in the corporate side, bringing realities to both ends.

4) Reflect on what you would do or not do differently given what you have learned
about this frame.

Throughout my time spent at this company, I was studing Organizational Leadership and
working in the Operational Leader role. I knew that I did not plan to stay with the
company past graduation, so I focused on developing those around me, store processes,
and learning the most I could. Unfortunately, the structure of this company is continuing
to get messy and I knew this in my exit. They have opened a number of high cost stores,
yet won’t acknowledge the lack of pay and resources for the field members they already
have. Additionally, they are adding another sales channel, that moves more focus away
from stores and adds complexity when they are failing to hold a realistic grip on their
brick and mortor and ecommerce.

Due to my studies here at ASU, many of the things this company does, compares to
working through a case study. Sometimes I had to make sense of my surroundings and
finds ways to mitigate damage and explain to lower-level associates what was going on.
In the end, all I could see myself changing from this situation is the communication
through the end of my employment. Other managers and I shared open feedback for

2
 months about the in-store struggles with the DM and RM. During my last week, the
district manager was in my store, trying to get a grip of the staffing issue, and I acted
calm, collected, and cleaned up many tasks and projects before I left. I did this so that the
remaining team members didn’t have a mess to deal with after my departure. During this
time, I wish I would have shared the reality to the DM, of so many team members leaving
at once. Many played it off as as leaving for new opportunity, but the only reason we
were in search of new opportunities was because of the structure that allows lack of
change, fairness, and opportunity currently with the company.

3
 Reference

BOLMAN, L. E. E., & Deal, T. (2017). Reframing organizations. JOHN WILEY & Sons.