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Business Model Canvas Part 2: Pattern, Design, and Strategy

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Transportation Security Administration

Student

University

Course

Professor

Due:

1

KEY
PARTNERS
Management teams- these partners are crucial in ensuring quality development of all employee enhancement
Employees- all internal activities get tailored to client expectations
Field team leader- they create conducive employment environment
Field officers-management of all transportation security safety operations is mandatory in creating valid connection with the TSA’s agency guideline
OFFER
Handling of air traffic can get performed without hustle
Collaboration with Federal Air Marshals promotes quality when dealing with passenger security
Ensuring dangerous items do not get placed in airplanes is imperative
Use of diverse of technical skills is valid to enhance quality when dealing with resource utilization
Collection of intelligence from different areas produces quality when dealing with flight management scenarios
CHANNELS
Improvement of intelligence using technology can promote better outcomes
Assessment of passenger manifests creates faster security checks
Purchase of items for searching passengers
CUSTOMER RELATIONSHIPS
Handling airport passengers with technical skills is crucial to prevent improper entry of items
Communication and interpersonal connection with passengers is mandatory
CUSTOMER
SEGMENTS
Handling different air passengers promotes TSA’s quality operations
Enhancement of security creates public trust in TSA
All persons who pass through security check points get provided with balance in their needs
Baggage handling is possible when dealing with client improvement scenarios
Improvement of technological adaptation produces better outcomes
REVENUE STREAMS
Federal expenditure promotes quality operations for all TSA operations
The government funds all activities depending on fund allocation activities performed by the Department of Homeland Security
Each financial year gets handled by the Presidents budget (DHS, 2021).
COST STRUCTURE
The Department of Homeland Security (DHS) indicated cost of $7,917,479 for financial year 2020 in terms of operations and support
Handling of aviation screening used $5,382,014 to produce high standard baggage management procedures
In total $8,300,481 got used to promote quality security operations in 2020
KEY
ACTIVITIES
Management of airport screening sessions to prevent passengers from smuggling prohibited items
Improvement of airport security operations
Ensuring quality reporting of all security issues
KEY
RESOURCES
Use of grants to promote program development and handling of all passengers’ needs
Integration of security programs with vast expertise in promoting quality safety
2
Right
Left
Organization Business Model

Memo
DATE: December 14, 2021
TO: All Employees
FROM: TSA Analyst
SUBJECT: Transportation Security Administration Organizational Business Model
This message is intended to connect to the process of developing the business model for TSA. It was possible to discover diverse activities the agency performs to ensure safety of all passengers. Working under supervision of Homeland Security produces better quality when dealing with the agency’s operations since it is possible to create accurate security constraints depending on the department’s vast research on criminal tactics.
It was possible to determine how airport passengers connected to all internal security measures by adhering to directions provided by TSA officers. Training officers is another crucial process performed to enhance quality when dealing with flight operations since there is a connection with current technological methods of promoting passengers’ safety.
TSA is clearly an imperative organization whose activities shall never get eliminated when dealing airport security and prevention of improper items getting smuggled into countries.
Thank you for your attention.

3

References
DHS. (2021). Department of Homeland Security-Transportation Security Administration. Retrieved 14 December 2021 from https://www.dhs.gov/sites/default/files/publications/transportation_security_administration .

The Four-Frame Model
By

Bolman & Deal

Reframing Organizations

Lee G. Bolman &
Terrence E. Deal

Frames

Lenses –focus, filter some
things and allow others to

pass through, help us
order experience.

Frames
Tools –strengths and limitations.
Wrong tool gets in the way; right

tool makes the job easier.

Possess a tool
—but know how

to use it well.

Structural

Frame

• From sociology and management science.
• Emphasizes goals, specialized roles, and
formal relationships.
• Structures (Organization charts) fit
organization’s environment and technology.
• Responsibilities, rules, policies, procedures.

Structural Frame

Problems arise
when

the structure
does not fit the

situation.

Human Resource Frame
• From psychology.
• Organization as an extended family.
• Individuals with needs, feelings, prejudices,
skills, and limitations.
• Capacity to learn—and capacity to defend
old attitudes and belief.

Human
Resource

Frame

Challenge is to tailor
organizations to people—find a

way for individuals to get the job
done while feeling good about

what they are doing.

Political Frame
• Rooted in political science.
• Organizations as arenas, contests, or
jungles.
• Different interests competing for power and
resources.
• Rampant conflict—
differences in needs,
perspectives, and
lifestyles.
• Bargaining, negotiation,
coercion, compromise,
coalitions.

Political Resource Frame

Problems arise when power is
concentrated in the wrong places

or is too broadly dispersed.
Solutions: political skill.

Symbolic Frame
• Draws from social and
cultural anthropology.
• Organizations as tribes,
theaters, or carnivals.
• Culture—rituals,
ceremonies, stories,
heroes, and myths.
• Organization is theater—
actors play role while
audiences form
impressions.

Symbolic Frame
Problems arise when actors play their parts

badly, when symbols lose their meaning,
when ceremonies and rituals lose their

potency.

Rebuild the expressive or
spiritual side of organization
through the use of symbol,
myth, and magic.

Overview of the Four-Frame Model

 

Frame

Structural Human
Resource

Political Symbolic

Metaphor
for
Organization

Factory or
Machine

Family Jungle Carnival, temple,
theater

Central
Concepts

Rules, roles, goals,
policies,
technology,
environment

Needs, skills,
relationships

Power, conflict,
competition,
organizational
politics

Culture, meaning,
metaphor, ritual,
ceremony, stories,
heroes

Image of
Leadership

Social
architecture

Empowerment Advocacy Inspiration

Basic
Leadership
Challenge

Attune structure
to task,
technology,
environment

Align
organizational
and human needs

Develop agenda
and power base

Create faith, beauty,
meaning

Organization
al Ethic

Excellence Caring Justice Faith

Leadership
Contribution

Authorship Love Power Significance

Source: Bolman & Deal (1997), p. 15 & p. 344

Choosing a Frame

Question Frame if answer is Yes Frame if answer is No

Are individual
commitment and
motivation essential to
success?

Human Resource, Symbolic Structural, Political

Is the technical quality
of the decision
important?

Structural Human Resource,
Political, Symbolic

Are there high levels of
ambiguity and
uncertainty?

Political, Symbolic Structural, Human
Resource

Are conflict and scarce
resources significant?

Political, Symbolic Structural, Human
Resource

Are you working from
the bottom up?

Political Structural, Human
Resource, Symbolic

Source: Bolman & Deal (1997), p. 271

Reframing Leadership
and Management

 

Frame
Structural Human

Resources
Political Symbolic

Effective
Leader

Analyst,
architect

Catalyst,
servant

Advocate,
negotiator

Prophet, poet

Effective
Leadership
Process

Analysis,
design

Support,
empowerment

Advocacy,
coalition
building

Inspiration,
framing
experience

Ineffective
Leader

Petty tyrant Weakling,
pushover

Con artist,
thug

Fanatic, fool

Ineffective
Leadership
Process

Management
by detail
and fiat

Abdication Manipulation,
fraud

Mirage, smoke &
mirrors

Source: Bolman & Deal (1997), p. 303

Reframing Change

 
Frame
Structural Human
Resources
Political Symbolic

Barriers to
Change

Loss of clarity
and stability,
confusion,
chaos

Anxiety,
uncertainty,
feelings of
incompetence,
neediness

Disempowerment,
conflict between
winners and
losers

Loss of meaning
and purpose,
clinging to the
past

Essential
Strategies

Communicating,
realigning and
renegotiating
formal patterns
and policies

Training to
develop new
skills,
participation
and
involvement,
psychological
support

Creating arenas
where issues can
be renegotiated
and new coalitions
formed

Creating
transition rituals:
mourning the
past, celebrating
the future

Source: Bolman & Deal (1997), p. 321

How do you see the
four frames in your
organization and/or
work environment?

Assignment #3: Business Model Canvas Part 2: Pattern, Design, and Strategy

Instructions

GOAL: Build on your work with your business model canvas by discussing the patterns, the design, and the overall business strategy that it illustrates.

Introduction: Using the week 5 Learning Material in the Content area (coupled with the other resources of the course), examine and discuss the observable patterns, designs, and strategies seen in your business model. You should also integrate metaphors (Morgan’s) and framing (Bolman & Deal) into the discussion of your organization/business. This paper will serve as an investigative tool to inform you further about your business model so that you will be prepared to comprehensively diagnose/assess your model and propose recommendations in your final project for the course. You could say that this week’s work lays the groundwork for moving into the substantive diagnosis and assessment expected in your final paper. You may also benefit from conducting an Internet search of the Business Model Canvas to become comfortable with how it works, particularly in the investigation of patterns, design, and strategy. There are also various YouTube-type videos on the web that demonstrate the use of the canvas for this phase of your work with your canvas.

Instructions: Write a 600-750 word paper that presents your conclusions about the pattern(s), design(s), and overall business strategy depicted by your canvas. Metaphoric and framing applications should also be discussed. The paper should be written in third person and is not reflective (first person not acceptable). A title page and references page with a minimum of three sources is required (no abstract needed).

IMPORTANT NOTE: One of the common errors that students make in the writing of this paper is to limit the discussion of the “frames” (Bolman & Deal) and “metaphors (Morgan). Do not merely mention these items, but discuss the implications of them. What “frame” best depicts your organization and why? What does it tell you about the effectiveness of the context/perspective of the interactivity within of your model? Make the same sort of consideration in relation to the most appropriate metaphor that describes the functionality of your organization/business. Look for the “so what” in your consideration of pattern, design, and strategy. This is where the consideration and reflection based on your model—with added insight via the frames and metaphors—provides you a substantive understanding of the implications of the pattern, design, and strategy. Consideration of change, or confirmation of direction—will be revealed in this process.

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