Organizations operating at scale often face challenges that cannot be understood through structure, culture, or leadership in isolation. This paper examines the organizational dynamics of Infosys Limited through Bolman and Deal’s Four Frames model, Structural, Human Resource, Political, and Symbolic, to illustrate how multiple organizational dimensions interact within a large, globally distributed IT services firm. Adopting an applied, secondary‑data‑based case approach supplemented by practitioner observations, the study uses the Four Frames as an analytical lens rather than a prescriptive tool. The paper demonstrates how each frame highlights different organizational realities, including formal hierarchies and processes, people systems and capability development, power relationships and leadership transitions, and the role of symbols, rituals, and organizational identity. By examining Infosys across these frames, the analysis underscores how organizational effectiveness emerges from the alignment and occasional tension, between competing priorities. The paper positions the Four Frames model as a practical sense‑making framework for managers and HR leaders seeking to interpret complexity, diagnose organizational challenges, and balance structural efficiency with human and cultural considerations. Rather than evaluating performance outcomes, the study focuses on illustrating how multi‑frame analysis can support more nuanced organizational understanding and informed leadership judgment in large service‑based organizations.
A Thu, study studied this question.