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The Competing Values Approach to Management

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1 The Competing Values Approach to Management
Introduction The Competing Values Approach to Management Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition

2 Agenda Managing in a world of paradox
The evolution of management models The competing values framework (CVF) Organizing the learning process – ALAPA Core competency: Thinking Critically Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

3 Managing in a World of Paradox
What is a paradox? Why do effective managers need to transcend paradox? Why is this a life-long learning process, rather than something that can be learned once and then done the same way in the future? Unlike learning to ride a bike, learning to transcend paradox is a life-long learning process. Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

4 The Evolution of Management Models
What is a management model? Why do our models of management change over time? What happens to old models when a new model emerges? How do management models… help us become more effective managers? make us less effective managers? Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

5 Foundational Management Models
Rational goal model and Internal process model Human relations model Open systems model “Both-And” assumptions Competing values framework 2000-Today Using the CVF to cope with complexity, ambiguity, and paradox Human Relations Open Systems Rational Goal Internal Process Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

6 Human Relations Model Criteria of effectiveness Means-ends theory
Action imperative Emphasis Culture Commitment and cohesion Involvement results in commitment Collaborate Participation, conflict resolution, and consensus building Clan Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

7 Internal Process Model
Criteria of effectiveness Means-ends theory Action imperative Emphasis Culture Stability and continuity Routinization leads to stability Control Defining responsibility, measurement, documentation Hierarchy Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

8 Rational Goal Model Criteria of effectiveness Means-ends theory
Action imperative Emphasis Culture Productivity and profitability Clear direction leads to productive outcomes Compete Goal clarification, rational analysis, and action taking Market Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

9 Open Systems Model Criteria of effectiveness Means-ends theory
Action imperative Emphasis Culture Change and adaptability Continual adaptation and innovation lead to acquiring and maintaining external resources Create Political adaptation, creative problem solving, innovation, and change management Adhocracy Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

10 Core Assumption of the Competing Values Framework
Effective* managers and organizations must simultaneously embrace the apparently competing values associated with all four of these foundational management models * Caveat: “Effective” managers from the competing values perspective may not be “successful” in organizations that operate based on the assumptions of only one or two of the foundational management models. Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

11 Dimensions Underlying the Competing Values Framework
Flexibility Internal External Control Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

12 Master managers have high levels of
Cognitive Complexity Appreciate the values and weaknesses of each of the four fundamental management models Behavioral Complexity Acquire and use multiple competencies associated with each model Dynamically integrate competencies from each model based on the situation Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

13 COLLABORATE CREATE CONTROL COMPETE
Action Imperatives COLLABORATE CREATE CONTROL COMPETE Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

14 Managerial Competencies
Understanding self and others Communicating honestly and effectively Mentoring and developing others Managing groups and leading teams Managing and encouraging creative conflict Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

15 Managerial Competencies
Organizing information flows Working and managing across functions Planning and coordinating projects Measuring and monitoring performance and quality Encouraging and enabling compliance Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

16 Managerial Competencies
Developing and communicating a vision Setting goals and objectives Motivating self and others Designing and organizing Managing execution and driving for results Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

17 Managerial Competencies
Using power ethically and effectively Championing and selling new ideas Fueling and fostering innovation Negotiating agreement and commitment Implementing and sustaining change Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

18 Organizing the Learning Process*
Assessment Learning Analysis Practice Application Reflection * Five-step ALAPA model from Whetton and Cameron (1983, “Management skill training: A needed addition to the management curriculum,” Organizational Behavior Teaching Journal, 8, 10-15). Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

19 Core Competency: Thinking Critically
Claim What is your point? Warrants How do the facts relate to your claim? Grounds What observable facts are consistent with your claim? Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

20 CVF Recap How is the CVF …
similar to earlier management models? different from earlier management models? What are the two underlying dimensions of the CVF? What is behavioral complexity? What action imperatives are used in the CVF? How do action imperatives differ from competencies? Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition


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