introduction the competing values approach to management 1quinn et al., (2011). becoming a master...

Introduction

The Competing Values Approach to Management

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

Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

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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


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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 belearned once and then done thesame way in the future?


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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?

Foundational Management Models• 1900-1925

– Rational goal model and Internal process model• 1926-1950

– Human relations model• 1951-1975

– Open systems model• 1976-1999

– “Both-And” assumptions– Competing values framework

• 2000-Today

– Using the CVF to cope with complexity, ambiguity, and paradox

Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach,

5th edition5

Human Relations

Open Systems

Rational Goal

Internal Process


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Human Relations Model

1. Criteria of effectiveness2. Means-ends theory

3. Action imperative4. Emphasis

5. Culture

1. Commitment and cohesion2. Involvement results in

commitment3. Collaborate4. Participation, conflict

resolution, and consensus building

5. Clan


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Internal Process Model



5. Culture

1. Stability and continuity2. Routinization leads to

stability3. Control4. Defining responsibility,

measurement, documentation

5. Hierarchy


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Rational Goal Model

1. Criteria of effectiveness

2. Means-ends theory


5. Culture

1. Productivity and profitability

2. Clear direction leads to productive outcomes

3. Compete4. Goal clarification, rational

analysis, and action taking5. Market


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Open Systems Model



5. Culture

1. Change and adaptability2. Continual adaptation and

innovation lead to acquiring and maintaining external resources

3. Create4. Political adaptation, creative

problem solving, innovation, and change management

5. Adhocracy


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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.


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Dimensions Underlying the Competing Values Framework

Internal External

Control

Flexibility


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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


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Action Imperatives

COLLABORATE CREATE

CONTROL COMPETE


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Managerial Competencies

• Understanding self and others• Communicating honestly and effectively• Mentoring and developing others• Managing groups and leading teams• Managing and encouraging creative conflict


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• Organizing information flows• Working and managing across functions• Planning and coordinating projects• Measuring and monitoring performance and

quality• Encouraging and enabling compliance


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• Developing and communicating a vision• Setting goals and objectives• Motivating self and others• Designing and organizing• Managing execution and driving for results


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• Using power ethically and effectively• Championing and selling new ideas• Fueling and fostering innovation• Negotiating agreement and commitment• Implementing and sustaining change


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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).


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Core Competency:

Thinking Critically

Claim

GroundsWarra

nts

What observable facts are consistent with your claim?

What is your point?

How do the facts

relate to your claim

?

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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introduction the competing values approach to management 1quinn et al., (2011). becoming a master...

Documents

competinv values approach

competing values approach

master manager

values framework cvforganizing

models of management

effective managers

lifelong learning process

old models