1. Improving Productivity and Increasing Profitability
Collaborate
Create
Compete
Control
Module 3:
Improving Productivity and Increasing Profitability
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

2. Rational Goal Model Agenda for Module 3 Assumptions and Goals
Paradoxes
Competencies
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

3. Rational Goal Model Assumptions and Goals
Criteria of effectiveness
Means-ends theory
Action imperative
Emphasis
Culture
Profitability and productivity
Clear direction leads to productive outcomes
Compete
Goal clarification, rational analysis, action taking
Market
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

4. Paradoxes of Competing
Leaders need to:
provide vision and still be open to participation
measure to ensure goal accomplishment without spending too much time measuring things instead of working toward goals
move ahead quickly and still make sure all relevant facts are considered
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

5. Compete Core 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 Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

6. Managers who focus on rational goals and analysis…
provide a vision that both inspires followers and justifies the organization’s existence
identify specific steps needed to achieve the vision
generate energy to pursue the vision
create structures and design jobs for optimum effectiveness
emphasize outcomes over effort
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

7. Primary Tensions FLEXIBILITY INTERNAL FOCUS EXTERNAL FOCUS STABILITY
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

8. Developing and Communicating a Vision
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

9. Processes for Formulating a Vision
Frame the vision to focus attention
What should we do? What should we NOT do?
Make a case for change
Why is the vision better than the status quo?
Identify ideal goals
What standard of excellence will motivate action?
Focus on people
Who has to make the vision a reality?
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

10. Articulating and Communicating
VISION
Strategic Organizational Philosophy
Tactical Policies and Practices
Personal Values and Aspirations
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

11. ? Who do You See? How do they demonstrate the four action imperatives?
Visionary Leaders
How do they demonstrate the four action imperatives? ?
Collaborate
Create
Compete
Control
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

12. Setting Goals and Objectives
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

13. The Goal Setting Process
Formulate specific objectives and due date
Identify specific steps to be taken
Schedule start and completion dates
Develop a budget for resources needed
Estimate milestone achievements
Establish implementation mechanism
Set standards for evaluating performance
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

14. Cascading Goals Through the Organization
Superordinate Goals
Enterprise
Business Unit
Team
Individual
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

15. Gaining Strategic Unity and Alignment
Have a motivating and compelling vision, inspiring values, and clear strategic intent
Ensure vision, values, and strategic intent are understood and owned throughout the firm
Ensure goals and actions are aligned across all units, teams, and individuals
Have the knowledge, skills, and mind-set needed to execute the strategy, live the values, and achieve the vision
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

16. Performance Management Systems
Translation of vision to unit goals
Joint establishment of individual goals
Ongoing coaching and feedback
Evaluation of performance
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

17. To Be Effective, Goals Should Be…
Specific Measurable Attainable Relevant Time-bound
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

18. Motivating Self and Others
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

19. Content Theories of Motivation
Basic needs for survival and safety can be met with extrinsic rewards
Affiliation needs call for intrinsic feelings of belonging that result from relationships with other people
Esteem and power needs call for symbols of status and importance and an ability to influence
Achievement, growth, and self-actualization needs call for activities that are intrinsically rewarding and require our best efforts
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

20. Process Theories of Motivation
Equity theory
Social comparisons can be de-motivating!
Job characteristics model
Skill variety, Task identity, Task Significance, Autonomy, Feedback
Goal setting theory
SMART goals that are challenging
Tasks that provide interim performance feedback
Expectancy theory … to be continued
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

21. Expectancy Theory The Employee’s Perspective
Effort
E to P: Can I really do it?
Performance
P to O: If I do it, what will happen?
Outcomes
Valued Outcomes: How much do I want these outcomes?
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

22. Expectancy Theory The Employer’s Perspective
Effort
E to P: How can I build up her confidence?
Performance
P to O: How can I convince her she’ll be rewarded?
Outcomes
Valued Outcomes: What can I offer her that she really wants?
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

23. Be a Positive Pygmalion
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

24. Management Employee Empowerment Meaning Competence Self-Determination
Impact
Employee
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

25. Employee Engagement Engaged Not Engaged Actively Disengaged
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

26. Designing and Organizing
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

27. Concepts and Principles of Structure
Division of Labor and Specialization
Hierarchy and Lines of Authority
Span of control
Unity of command
Scalar chain
Standardization and Formalization
Decision-making Authority
Centralization v. Decentralization
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

28. Mechanistic Archetype
Structural Tensions
Mechanistic Archetype
Organic Archetype
The more complex and turbulent the external environment, the greater the need for a more organic structure and design
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

29. Differentiation & Integration
Orientations for Differentiation
Time
Goal
Interpersonal
Mechanisms for Integration
Rules & procedures
Hierarchical referrals
Plans
Liaison roles
Task forces
Inter-unit teams
Matrix structure
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

30. Departmentalization Function Division Matrix Product or Service
Big Boss
Assistant ?
Function
Division
Product or Service
Process
Customer
Region
Matrix
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

31. Galbraith’s Star Model
Strategy
Structure
Processes
Rewards
People
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

32. Clan Adhocracy Bureaucracy Market
CVF Culture
Clan
Adhocracy
Bureaucracy
Market
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

33. Managing Execution and Driving for Results
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

34. Core Processes of Execution
People
Evaluate the people
Design the pipeline
Populate the pipeline
Strategy
What should we do?
How should we do it?
Operations
Outline the path to the results
Budget based on the operations plan
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

35. Individual Execution – Make the Most of Your Time
Record Manage Consolidate
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability