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

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

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 be learned once and then done the same way in the future? Unlike learning to ride a bike, learning to transcend paradox is a life-long learning process. Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

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

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 Human Relations Open Systems Rational Goal Internal Process Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

Human Relations Model Criteria of effectiveness Means-ends theory Action imperative Emphasis Culture Commitment and cohesion Involvement results in commitment Collaborate Participation, conflict resolution, and consensus building Clan Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

Internal Process Model Criteria of effectiveness Means-ends theory Action imperative Emphasis Culture Stability and continuity Routinization leads to stability Control Defining responsibility, measurement, documentation Hierarchy Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

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

Open Systems Model Criteria of effectiveness Means-ends theory Action imperative Emphasis Culture Change and adaptability Continual adaptation and innovation lead to acquiring and maintaining external resources Create Political adaptation, creative problem solving, innovation, and change management Adhocracy Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

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

Dimensions Underlying the Competing Values Framework Flexibility Internal External Control Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

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

COLLABORATE CREATE CONTROL COMPETE Action Imperatives COLLABORATE CREATE CONTROL COMPETE Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

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

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

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

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

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

Core Competency: Thinking Critically Claim What is your point? Warrants How do the facts relate to your claim? Grounds What observable facts are consistent with your claim? Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

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