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

Internal Process Model Agenda for Module 2 Internal Process Model Assumptions and Goals Paradoxes Competencies Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

Internal Process Model Assumptions and Goals 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 Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

Paradoxes of Control Employees may resist or rebel Attention to detail may overwhelm true goals Daily activities may undermine new initiatives Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

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

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

Primary Tensions FLEXIBILITY INTERNAL FOCUS EXTERNAL FOCUS STABILITY Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

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

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

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

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

Working and Managing Across Functions Accounting Manufacturing HR Marketing Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

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

Key Guidelines for Managing Cross-Functionally Set clear goals and get buy in from members Create a critical mass of leadership Make sure members are accountable for performance Select as small a team as possible, but no smaller Update the team regularly with relevant information Train members in teamwork & process management Clarify expectations Encourage thinking outside of functional roles Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

Picking People Who Lift Others Other-Focused Externally Open Purpose Centered Internally Directed Energizing Relationships Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

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

Project Management 101 Project Characteristics Processes a series of activities and tasks with an objective, a defined time frame, funding limits, and consumption of resources Processes Project initiation Project planning Project execution Project monitoring and control Project closure Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

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

Critical path = the LONGEST time through the network PERT Diagram 4 3 6 7 10 1 1 5 4 4 2 3 5 Critical path = the LONGEST time through the network Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

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

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

Hierarchy of Measures Best Better Good Exact Outcome Measures Proxy Measures of Outcomes Process Measures Outputs Activities Inputs Initiative Progress Measures Good Better Best Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

Beyond Shareholder Returns Environment Human rights Social justice Community involvement Animal protection Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

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

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

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 Reward structures, Social Pressure Negative management attitudes, Unfair rules, Trust violations Conflicting Values Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

Strategies for Encouraging Compliance Punitive Preventative Remunerative Generative Cognitive Normative Sticks Carrots Fast Tracks Hurdles Enlightenment Conversion Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

Costs and Paradoxes Direct and indirect financial costs Reduced compliance and effectiveness Missed opportunities Destructive deviance Student may have learned that the word “sabotage” is derived from an incident where workers threw wooden shoes (sabots) into machinery to stop it from working. Although some sources discount this explanation of the origin of the term, the story is memorable, even it if is only folklore. Fact or Folklore? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity

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

Key Organizational Guidelines for Compliance and Ethics Programs Oversight by high level personnel Due care in delegating substantial discretionary authority Effective communication to all levels of employees Systems for monitoring, auditing, and reporting suspected wrongdoing without fear of reprisal Consistent enforcement and compliance standards, including disciplinary mechanisms Reasonable steps to respond to and prevent further similar offenses upon detection of a violation Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 2: Establishing and Maintaining Stability and Continuity