Structural+Frame

Hundreds of thousands of people walk on and off TTC platforms daily in the Downtown Toronto Area. With rising fares and no apparent goals in fixing the overcrowded system, riders are becoming furious with the Toronto Transit Commission (TTC). The structural issues within the TTC are creating a great gap between its administrators and its daily riders. The TTC faces several structural dilemmas when it is assessed under the structural frame. Unaware of the broad gap of communication, the TTC faces great conflict when passing new rules, regulations and fares. In 2007, the Toronto Transit Commission proposed a fare increase which would generate more revenue for new street cars, more drivers as well as solutions for scheduling issues. Since the gradual fare increase, from $2.25 to $3.00, daily users have complained and questioned the increase as little changes have occurred. The initial 0.25₵ increase was unquestioned by commuters as they were assured positive changes were to come. James D. Thompson explains that “organizations do some of the basic things they do because they must,” he further explains that because [these organizations] are expected to produce results, their actions are expected to be reasonable” (book, 49). TTC commuters understood the initial fare hike was to better the system and as a result found the increase reasonable. As time passed however, little changes were done or planned for, the commuters began to grow irritated as fares continued to rise despite the lack of changes. One dilemma faced by the TTC in reference to the structural frame is the conflict of overload. The TTC faces an extremely complex yet overloaded system, with millions of riders daily; trains and busses are constantly becoming crowded and delayed causing frustration not only among the riders themselves but among TTC workers as well. The long hours and over capacity of busses has created a negative reaction by TTC workers who are unhappy with the working conditions they often face on a daily basis. One TTC streetcar operator expressed his unhappiness with the way TTC riders react towards fare hikes. Alex C, recalls the verbal attacks and reactions that TTC riders bombard him with daily due to the unexplained fare hikes. The rider-ship of the TTC is unaware about where these funds are going and more importantly have no communication with TTC officials to understand a potential plan for these funds. The gap of communication between TTC officials and the TTC rider-ship is a large structural issue as riders have no way to voice their concerns directly to the officials. This gap of communication creates a lack of clarity as to where the revenues of the increased fares go in reference to bettering the TTC system. The current vertical structure of the TTC allows for little communication between operators, officials and everyday riders. Bob Kinnear, President of the Union that represents TTC workers, stated that “[they] were very, very concerned with the direction of the [Commissions panel]” he continued to say that it was “politically motivated” making it difficult to communicate grievances with” (Kennedy, 2010). By reframing this structure to a matrix like one, the TTC would not only increase communication and lessen the gaps between these groups but it would also increase the clarity of where these funds from increased fares are going. Joe Mihevc, TTC vice-chair and city councillor claims that in order to have a successful public transit system, transit workers and the public should better understand one another, ignoring the fact that the Transit Commission’s leaders and organizers must intervene and create a structure that would allow for smooth communication between all parties (Kennedy, 2010). In order to successfully reframe an organization, top organizers and executives need to discuss an intricate plan to successfully restructure the organization smoothly and not over look the fact that the restructuring of an organization (as delicate as a city’s transit system) needs to start from the top and work its way to the bottom. Similar to the case study of Robert F. Kennedy High School in chapter 20 of Bolman and Deal’s //Reframing Organizations//, the TTC’s “goals, roles and responsibilities are vaguely defined” (Bolman & Deal, 422). Setting clear goals, such as updating the out dated street cars or adding hiring more TTC operators would communicate positive change towards this organization. The roles of the TTC executives and organizers must be dominant and transparent enough for the population of commuters to see that change is in fact in the near future of the TTC. Responsibilities must be allocated to every tier of the organization so that the underlying message of a better transit system can seep through to the population. The TTC’s outdated streetcars and overcrowded busses not only aggravate the rider-ship but act as a symbol for an unresponsive structure. The lack of openness to change within the TTC makes each potential effort come off as a goalless situation. Goals are being set by the TTC officials but to riders and even TTC employees, these goals are not being followed through. Setting goals while not making an effort to act on them leaves TTC riders upset and unresponsive to future fare increases. By reframing the TTC’s vertical structure to a matrix structure would increase communication and integration of ideas by various parties. Daily rider opinions may be better integrated and understood more clearly if they were given a chance to voice concerns. As well as the integration of ideas, communication would become much better as officials and operators can discuss and understand what needs to be done to keep riders happy and operators safe. The Toronto Transit Commissions organizational body has grown substantially over the passed few years. Because of changing economic environment, more people are resorting to public transit, making the TTC a popular choice of transportation to the Downtown Toronto Area. This increase in size calls for a reframing of the organization so that goals can be communicated more clearly and actions can be taken more effectively. Although a great deal of risk is involved in the reframing of an organization (especially one of the TTC’s size), reframing typically occurs when there are major problems to be dealt with or opportunities for a positive plan of action to be taken (Bolman & Deal, 89). Recently, TTC operators have taken action into their own hands by creating town hall meetings where frustrated TTC riders can express their frustrations with the system directly to those in operation. Councillor Paul Ainslie made a suggestion on March second during a meeting with TTC executives, stating that there is a lack of service [in the TTC] and busses are clumped together, the common frustration with these issues lies with TTC commuters as they “would like more input into the TTC. People feel that they want their voices heard” (Desforges, 2010) By creating an outlet where commuters can directly deal with grievances or an opportunity to suggest alternatives would be ideal for the TTC. Giving commuters a clear understanding of where and why the fares are going up would greatly reduce conflict between the commission and others. Making future plans clearer internally would allow those within the organization to understand potential future goals and plans, which would then result in awareness by external parties as these messages are more clearly communicated. Like the situation that David King faced in Robert F. Kennedy High School, the relationship between the commission and its commuters and the commission and its operators is strained. It takes time, effort and carefulness in the reframing of this organization as each group has lost faith and trust within another. One way in which these relationships can be salvaged is responsibility charting, as David King considered in his situation. Tasks and responsibilities should be redefined as each group (riders, commission and operators) have individual duties that must be taken care of. Within the reframing of the organization, these tasks and responsibilities should be clear to all in order to create a cohesive and trustworthy form of public transportation (Bolman & Deal, 423). The commission must be responsible in making its goals and plans clear enough for the general public to understand and approve while operators should be consulted and informed thoroughly of any changes and plans in order for them to directly deal with rider issues on the spot.

Desforges, Jaclyn (2010) // [|City debates merits of citizen advisory committee for TTC] //, Toronto Observer < http://www.torontoobserver.ca/2010/03/02/city-debates-merits-of-citizen-advisory-committee-for-ttc/ > (accessed on: March 15th, 2010)

Kennedy, Brendan (2010) //TTC Workers to Riders: Let’s Talk//, Toronto Star. < [] > (accessed on March 31st, 2010 ) Bolman, Lee., G & Deal, Terrance (2008) //Reframing Organizations: Artistry, Choice, and Leadership//. Jossy-Bass: San Francisco.