Competing Values Framework © Ed Green Penn State University All Rights Reserved.
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Transcript of Competing Values Framework © Ed Green Penn State University All Rights Reserved.
Competing Values Framework
© Ed Green Penn State University All Rights Reserved
04/21/23 Competing Values Framework 2
TopicsValue of FrameworksOverview – the Competing Values FrameworkCultures (revisited)Applicability
Organizational Leadership Organizational Effectiveness Total Quality Management Human Resource Management Corporate Missions and Visions
Culture change over time
04/21/23 Competing Values Framework 3
Value of Frameworks
Identify cultural dimensions Strength Congruence Speed of feedback Degree of risk People orientation
04/21/23 Competing Values Framework 4
From the key researchers
Gordon (1985)1. Clarity & direction2. Organizational reach3. Integration4. Top management contact5. Encouragement of
individual initiative6. Conflict resolution7. Performance clarity8. Performance emphasis9. Action orientation10. Compensation11. Human resource
development
Hofstede (1980)1. Power distance2. Uncertainty3. Avoidance4. Individualism5. Masculinity
Kets de Vries & Miller (1986) Dysfunctional dimensions
1. Paranoia2. Avoidance3. Charisma4. Bureaucracy5. Political
Martin (1992)1. Cultural integration &
consensus2. Differentiation & conflict3. Fragmentation & ambiguity
04/21/23 Competing Values Framework 5
Competing Values Framework
Clan(Collaborative)
Adhocracy(Create)
Hierarchy(Control)
Market(Compete)
Stability & Control
Flexibility & Discretion
Inte
rnal Focu
s &
In
teg
rati
on
Exte
rnal Focu
s &
Diff
ere
nti
ati
on
Cameron & Quinn, Figure 3.1, page 39
04/21/23 Competing Values Framework 6
Organizational Cultures
HierarchyMarketClanAdhocracy
Clan(Collaborative)
Adhocracy(Create)
Hierarchy(Control)
Market(Compete)
Stability & Control
Flexibility & Discretion
Inte
rnal Focu
s &
In
teg
rati
on
Exte
rnal Focu
s &
Diff
ere
nti
ati
on
04/21/23 Competing Values Framework 7
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
Inte
rnal Focu
s &
In
teg
rati
on
Exte
rnal Focu
s &
Diff
ere
nti
ati
on
04/21/23 Competing Values Framework 8
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
Inte
rnal Focu
s &
In
teg
rati
on
Exte
rnal Focu
s &
Diff
ere
nti
ati
on
04/21/23 Competing Values Framework 9
Total Quality Management
Clan – empowerment, team building, involvement, people development, free & open communicationsAdhocracy – creativity, continuous improvement, new knowledgeHierarchy – error detection, measurement process control, systemic problem solving, quality toolsMarket – customer preferences, improved productivity, external partnerships, enhanced competitiveness, involved customers & suppliers
Clan(Collaborative)
Adhocracy(Create)
Hierarchy(Control)
Market(Compete)
Stability & Control
Flexibility & Discretion
Inte
rnal Focu
s &
In
teg
rati
on
Exte
rnal Focu
s &
Diff
ere
nti
ati
on
04/21/23 Competing Values Framework 10
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
Inte
rnal Focu
s &
In
teg
rati
on
Exte
rnal Focu
s &
Diff
ere
nti
ati
on
04/21/23 Competing Values Framework 11
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
Inte
rnal Focu
s &
In
teg
rati
on
Exte
rnal Focu
s &
Diff
ere
nti
ati
on
04/21/23 Competing Values Framework 12
Changing Values Over TimeEssential Structure Tool
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04/21/23 Competing Values Framework 13
Changing Values Over TimePlot the “as is”
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04/21/23 Competing Values Framework 14
Changing Values Over TimePlot the “to be”
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04/21/23 Competing Values Framework 15
Changing Values Over TimeAnalyze the results
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