1. Competing Values Framework © Ed Green Penn State University All Rights Reserved

2. 10/20/2015Competing Values Framework2 Topics Value of Frameworks Overview – the Competing Values Framework Cultures (revisited) Applicability Organizational Leadership Organizational Effectiveness Total Quality Management Human Resource Management Corporate Missions and Visions Culture change over time

3. 10/20/2015Competing Values Framework3 Value of Frameworks Identify cultural dimensions Strength Congruence Speed of feedback Degree of risk People orientation

4. 10/20/2015Competing Values Framework4 From the key researchers Gordon (1985) 1. Clarity & direction 2. Organizational reach 3. Integration 4. Top management contact 5. Encouragement of individual initiative 6. Conflict resolution 7. Performance clarity 8. Performance emphasis 9. Action orientation 10. Compensation 11. Human resource development Hofstede (1980) 1. Power distance 2. Uncertainty 3. Avoidance 4. Individualism 5. Masculinity Kets de Vries & Miller (1986) Dysfunctional dimensions 1. Paranoia 2. Avoidance 3. Charisma 4. Bureaucracy 5. Political Martin (1992) 1. Cultural integration & consensus 2. Differentiation & conflict 3. Fragmentation & ambiguity

5. 10/20/2015Competing Values Framework5 Clan (Collaborative) Adhocracy (Create) Hierarchy (Control) Market (Compete) Stability & Control Flexibility & Discretion Internal Focus & Integration External Focus & Differentiation Cameron & Quinn, Figure 3.1, page 39

6. 10/20/2015Competing Values Framework6 Organizational Cultures Hierarchy Market Clan Adhocracy Clan (Collaborative) Adhocracy (Create) Hierarchy (Control) Market (Compete) Stability & Control Flexibility & Discretion Internal Focus & Integration External Focus & Differentiation

7. 10/20/2015Competing Values Framework7 Organizational Leadership Clan – Leader – facilitator, mentor, team builder Values – commitment, communication, development Effectiveness – human development and participation Adhocracy Leader – innovator, entrepreneur, visionary Values – innovation, transformation, agility Effectiveness – innovativeness, vision, new resources Clan (Collaborative) Adhocracy (Create) Hierarchy (Control) Market (Compete) Stability & Control Flexibility & Discretion Internal Focus & Integration External Focus & Differentiation

8. 10/20/2015Competing Values Framework8 Organizational Leadership Hierarchy Leader – coordinator, monitor, organizer Values – efficiency, timeliness, consistency, uniformity Effectiveness – capable processes Market – Leader – hard driver, competitor, producer Values – market share, goal achievement, profitability Effectiveness – competition and customer focus Clan (Collaborative) Adhocracy (Create) Hierarchy (Control) Market (Compete) Stability & Control Flexibility & Discretion Internal Focus & Integration External Focus & Differentiation

9. 10/20/2015Competing Values Framework9 Total Quality Management Clan – empowerment, team building, involvement, people development, free & open communications Adhocracy – creativity, continuous improvement, new knowledge Hierarchy – error detection, measurement process control, systemic problem solving, quality tools Market – customer preferences, improved productivity, external partnerships, enhanced competitiveness, involved customers & suppliers Clan (Collaborative) Adhocracy (Create) Hierarchy (Control) Market (Compete) Stability & Control Flexibility & Discretion Internal Focus & Integration External Focus & Differentiation

10. 10/20/2015Competing Values Framework10 Human Resources Management Clan – Role – employee champion Means – respond to employee needs Ends – cohesion, commitment, capability Competencies – morale assessment, management development, systems improvement Adhocracy – Role – change agent Means – facilitate transformation Ends – organizational renewal Competencies – systems analysis, organizational change. Consultation, facilitation Clan (Collaborative) Adhocracy (Create) Hierarchy (Control) Market (Compete) Stability & Control Flexibility & Discretion Internal Focus & Integration External Focus & Differentiation

11. 10/20/2015Competing Values Framework11 Human Resources Management Hierarchy – Role – administrative specialist Means – reengineering process Ends – efficient infrastructure Competencies – process improvement, customer relations, service needs assessment Market Role – strategic business partner Means – alignment with business strategy Ends – bottom-line impacts Competencies – general business skills, strategic analysis, strategic leadership Clan (Collaborative) Adhocracy (Create) Hierarchy (Control) Market (Compete) Stability & Control Flexibility & Discretion Internal Focus & Integration External Focus & Differentiation

12. 10/20/2015Competing Values Framework12 Changing Values Over Time Essential Structure Tool 10 20 30 40 50 40 30 20 10 20 30 40 50 40 30 20 10

13. 10/20/2015Competing Values Framework13 Changing Values Over Time Plot the “as is” 10 20 30 40 50 40 30 20 10 20 30 40 50 40 30 20 10

14. 10/20/2015Competing Values Framework14 Changing Values Over Time Plot the “to be” 10 20 30 40 50 40 30 20 10 20 30 40 50 40 30 20 10

15. 10/20/2015Competing Values Framework15 Changing Values Over Time Analyze the results 10 20 30 40 50 40 30 20 10 20 30 40 50 40 30 20 10