Workers in sales roles are often faced with a large number of time management decisions on a daily basis. Sales people must choose where they should be spending their time in order to create revenue while also maintaining a healthy work-life balance. In this thesis project, a sales process is analyzed to see if there is an opportunity to increase both revenue and work-life balance. This paper investigates a wholesale insurance brokerage company, Risk Placement Services, and their sales force of brokers. A significant portion of these brokers’ workday consists of the backend task of marketing accounts to insurance carriers to find coverage. This is necessary for the completion of the sales cycle but either limits the amount of time brokers can be out on the road or on calls trying to bring in new business or makes them work longer off the clock hours to get these accounts out to insurance carriers. The more business a broker is bringing in, the more time they have to spend marketing these new accounts to carriers, which puts them into a constant snowball of increasing tasks and goals. The main model for the analysis of this problem will be Reframing Organizations by Bolman & Deal which focuses on using their four-frame model to analyze and gain more insight into organizations. Being able to understand this problem from multiple perspectives will allow a more holistic solution to be reached. Following this analysis multiple potential solutions are discussed towards the end of this thesis project.

The thesis focuses on the opportunity of receiving the Rock Chapter Award as a chapter of Sigma Nu Nationals and analyzes it using Bolman and Deal’s Four Frames. An introduction to Sigma Nu, its programs, the Zeta Upsilon chapter, and guidelines brings into perspective how members and a chapter can earn a Rock Chapter Award. The introduction highlights the structural emphasis on the award and its achievement, however an analysis offers insights on how to further tighten the bolts within the structure and offer support by aligning members needs and skills with Rock Chapter criteria. A multi-frame approach is further supported by discussing the symbolism behind Rock Chapter and how it can be used as cohesion between the rigidity of the structure and the softness of the people. The frame analysis provided some solutions, which include adding a form of officer hours, increasing the effectiveness of the treasurer, and improving the culture of the weekly meetings. The four frames offer various insights into what is missing and how leadership can utilize assets, such as the resources of Sigma Nu and even Zeta Upsilon, to inspire the pursuit of excellence. Further, the four frames opens the door for leadership to better prepare for future Pursuit of Excellence Self-Assessments or operations by not being confined to one frame, which is useful to Zeta Upsilon as the chapter has been conditioned to rely on a structural approach during its short time back on Arizona State’s campus.

This thesis project is an analysis of the current system Company X has implemented to allow employees of their Customer Service Operations (CSO) to request time-off from work. It includes research based on Lee Bolman and Terry Deal’s Four-Frame model outlined in their book, Reframing Organizations: Artistry, Choice and Leadership. Using the four-frame model by Bolman and Deal, the research outlines the basis for key suggestions on how to improve this system to present employees with an environment that promotes healthy work-life balance. Furthermore, the research includes information about call center environments outside of Company X who have faced similar issues of employees having a healthy work-life balance. It also goes into detail on how they managed to maintain productivity, combat issues of employee job dissatisfaction, and further promote a healthy work-life balance for employees. The research is also based on making important connections for how these suggestions can be very complementary to the already ongoing effort that Company X does to ensure their employees’ happiness is a priority.