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Transcript of 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
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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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?
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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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
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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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
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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Internal Process Model
1. Criteria of effectiveness2. Means-ends theory
3. Action imperative4. Emphasis
5. Culture
1. Stability and continuity2. Routinization leads to
stability3. Control4. Defining responsibility,
measurement, documentation
5. Hierarchy
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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Rational Goal Model
1. Criteria of effectiveness
2. Means-ends theory
3. Action imperative4. Emphasis
5. Culture
1. Productivity and profitability
2. Clear direction leads to productive outcomes
3. Compete4. Goal clarification, rational
analysis, and action taking5. Market
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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Open Systems Model
1. Criteria of effectiveness2. Means-ends theory
3. Action imperative4. Emphasis
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
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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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.
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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Dimensions Underlying the Competing Values Framework
Internal External
Control
Flexibility
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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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
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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Action Imperatives
COLLABORATE CREATE
CONTROL COMPETE
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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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
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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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
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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
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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
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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).
Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition
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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
20