module 2: establishing and maintaining stability and continuity 1 quinn et al., (2011). becoming a...

Module 2:

Establishing and Maintaining Stability and Continuity

1Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

Collaborate

Create

Compete

Control

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

2

Agenda for Module 2

• Assumptions and Goals• Paradoxes• Competencies

Internal Process Model

Internal Process Model Assumptions and Goals1. Criteria of

effectiveness2. Means-ends

theory3. Action imperative

4. Emphasis

5. Culture

1. Stability and continuity

2. Routinization leads to stability

3. Control

4. Defining responsibility, measurement, documentation

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

Module 2: Establishing and Maintaining Stability and Continuity 3


4

Paradoxes of Control

• Employees may resist or rebel

• Attention to detail may overwhelm true goals

• Daily activities may undermine new initiatives


5

Control Core Competencies

• Organizing Information Flows• Working and Managing

Across Functions• Planning and Coordinating

Projects• Measuring and Monitoring

Performance and Quality• Encouraging and Enabling

Compliance


6

Managers who focus on internal control …

• know the details of activities in their units• get the right people, at the right place,

and at the right time• plan and structure tasks to optimize workflows• analyze data to evaluate performance• rely on rules to guide behavior

7Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

Primary Tensions

EXTERNAL FOCUS

FLEXIBILITY

STABILITY

INTERNAL FOCUS


8

Organizing Information Flows


9

Using TRAF to Manage Information Flows

T R

FA


10

Prioritizing Action Items

• Is it IMPORTANT?– If not, why are you

doing it?

• Is it URGENT?– If not now, will it

become urgent in the future?


11

Communicating Clearly, Concisely, & Completely

• Open on a positive note and identify yourself

• Provide a clear Agenda for where your message is going

• Be concise and complete in the Body of your message

• Close with a clear request, specific deadline, and cordial comment

OABC


12

Working and Managing Across Functions

Accounting

HR

Manufacturing

Marketing


13

Cross-Functional Teams Within Traditional Work Structures

• Why use cross-functional teams?• What is so challenging about working

across functions?• Is functional diversity always beneficial

to cross-functional teams?• If working across functions is so great,

why not change the organizational structure?


14

Key Guidelines for Managing Cross-Functionally

1. Set clear goals and get buy in from members2. Create a critical mass of leadership3. Make sure members are accountable for performance4. Select as small a team as possible, but no smaller5. Update the team regularly with relevant information6. Train members in teamwork & process management7. Clarify expectations8. Encourage thinking outside of functional roles

Picking People Who Lift Others

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity 15

Other-Focused

Externally Open

Purpose Centered

Internally Directed

EnergizingRelationships


16

Planning and Coordinating Projects


17

Project Management 101

Project Characteristics– a series of activities and tasks with an objective, a

defined time frame, funding limits, and consumption of resources

Processes1. Project initiation2. Project planning3. Project execution4. Project monitoring and control5. Project closure


18

Project Planning & Monitoring Tools

• Statement of Work• Work Breakdown Structure• PERT/CPM Diagram• Resource Leveling Software• Gantt Charts• Human Resource Matrix• Cost/Schedule Integration Graphs


19

PERT Diagram

2

1

3 6

45

710

0

3

5

4

4

1

Critical path = the LONGEST time through the network


20

Measuring and MonitoringPerformance and Quality


21

Characteristics of Measures

Objective

Complete

Responsive


22

Hierarchy of Measures

1. Exact Outcome Measures2. Proxy Measures of Outcomes3. Process Measures– Outputs– Activities– Inputs

4. Initiative Progress Measures

Good

Better

Best


23

Beyond Shareholder Returns

• Environment• Human rights• Social justice• Community

involvement• Animal protection


24

Approaches to Improving Performance

• Baldrige Criteria• Total Quality Management (TQM)• Six Sigma• Kaizen• ISO 9000

“A strategy with no indicators is wishful thinking, and indicators not aligned with strategy are a waste of time and effort.”

(Heras, 2005, p. 54)


25

Encouraging and Enabling Compliance


26

Individual Noncompliance:Explanations and Underlying Issues

• I didn’t know!!!

• I wasn’t sure …

• I had to look out for myself…

• They had it coming!!!

• It was the right thing to do.

Poor Communication, Ambiguity

Mixed signals, Ambiguity, Social Pressure

Negative management attitudes, Unfair rules, Trust violations

Reward structures, Social Pressure

Conflicting Values


27

Strategies for Encouraging Compliance

• Punitive

• Preventative

• Remunerative

• Generative

• Cognitive

• Normative

CarrotsSticks

Hurdles

Enlightenment

Conversion

Fast Tracks


28

Costs and Paradoxes

• Direct and indirect financial costs• Reduced compliance and effectiveness• Missed opportunities• Destructive deviance

Fact or Folklore?


29

Organizational Compliance

• U.S. Federal Sentencing Guidelines (1991, 2004)– Apply to organizations, including: corporations, partnerships,

associations, joint-stock companies, unions, trusts, pension funds, unincorporated organizations, governments and political subdivisions thereof, and non-profit organizations

– Attempt to improve consistency in the severity and consistency of punishment across organizations

– Offer opportunities for reduced punishment if meaningful compliance programs are in place

– Seek to “promote an organizational culture that encourages ethical conduct and commitment to compliance with the law” (US Sentencing Commission, 2007)


30

Key Organizational Guidelines for Compliance and Ethics Programs

1. Oversight by high level personnel2. Due care in delegating substantial discretionary

authority3. Effective communication to all levels of employees4. Systems for monitoring, auditing, and reporting

suspected wrongdoing without fear of reprisal5. Consistent enforcement and compliance standards,

including disciplinary mechanisms6. Reasonable steps to respond to and prevent further

similar offenses upon detection of a violation

module 2: establishing and maintaining stability and continuity 1 quinn et al., (2011). becoming a...

Documents

edition module

competing values approach

master manager

documentationhierarchy

compliance quinn

information flowsquinn

new initiatives quinn

internal control