Improving Productivity and Increasing Profitability Collaborate Create Compete Control Module 3: Improving Productivity and Increasing Profitability Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Rational Goal Model Agenda for Module 3 Assumptions and Goals Paradoxes Competencies Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Rational Goal Model Assumptions and Goals Criteria of effectiveness Means-ends theory Action imperative Emphasis Culture Profitability and productivity Clear direction leads to productive outcomes Compete Goal clarification, rational analysis, action taking Market Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Paradoxes of Competing Leaders need to: provide vision and still be open to participation measure to ensure goal accomplishment without spending too much time measuring things instead of working toward goals move ahead quickly and still make sure all relevant facts are considered Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Compete Core 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 Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Managers who focus on rational goals and analysis… provide a vision that both inspires followers and justifies the organization’s existence identify specific steps needed to achieve the vision generate energy to pursue the vision create structures and design jobs for optimum effectiveness emphasize outcomes over effort Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Primary Tensions FLEXIBILITY INTERNAL FOCUS EXTERNAL FOCUS STABILITY Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Developing and Communicating a Vision Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Processes for Formulating a Vision Frame the vision to focus attention What should we do? What should we NOT do? Make a case for change Why is the vision better than the status quo? Identify ideal goals What standard of excellence will motivate action? Focus on people Who has to make the vision a reality? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Articulating and Communicating VISION Strategic Organizational Philosophy Tactical Policies and Practices Personal Values and Aspirations Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

? Who do You See? How do they demonstrate the four action imperatives? Visionary Leaders How do they demonstrate the four action imperatives? ? Collaborate Create Compete Control Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Setting Goals and Objectives Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

The Goal Setting Process Formulate specific objectives and due date Identify specific steps to be taken Schedule start and completion dates Develop a budget for resources needed Estimate milestone achievements Establish implementation mechanism Set standards for evaluating performance Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Cascading Goals Through the Organization Superordinate Goals Enterprise Business Unit Team Individual Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Gaining Strategic Unity and Alignment Have a motivating and compelling vision, inspiring values, and clear strategic intent Ensure vision, values, and strategic intent are understood and owned throughout the firm Ensure goals and actions are aligned across all units, teams, and individuals Have the knowledge, skills, and mind-set needed to execute the strategy, live the values, and achieve the vision Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Performance Management Systems Translation of vision to unit goals Joint establishment of individual goals Ongoing coaching and feedback Evaluation of performance Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

To Be Effective, Goals Should Be… Specific Measurable Attainable Relevant Time-bound Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Motivating Self and Others Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Content Theories of Motivation Basic needs for survival and safety can be met with extrinsic rewards Affiliation needs call for intrinsic feelings of belonging that result from relationships with other people Esteem and power needs call for symbols of status and importance and an ability to influence Achievement, growth, and self-actualization needs call for activities that are intrinsically rewarding and require our best efforts Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Process Theories of Motivation Equity theory Social comparisons can be de-motivating! Job characteristics model Skill variety, Task identity, Task Significance, Autonomy, Feedback Goal setting theory SMART goals that are challenging Tasks that provide interim performance feedback Expectancy theory … to be continued Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Expectancy Theory The Employee’s Perspective Effort E to P: Can I really do it? Performance P to O: If I do it, what will happen? Outcomes Valued Outcomes: How much do I want these outcomes? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Expectancy Theory The Employer’s Perspective Effort E to P: How can I build up her confidence? Performance P to O: How can I convince her she’ll be rewarded? Outcomes Valued Outcomes: What can I offer her that she really wants? Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Be a Positive Pygmalion Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Management Employee Empowerment Meaning Competence Self-Determination Impact Employee Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Employee Engagement Engaged Not Engaged Actively Disengaged Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Designing and Organizing Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Concepts and Principles of Structure Division of Labor and Specialization Hierarchy and Lines of Authority Span of control Unity of command Scalar chain Standardization and Formalization Decision-making Authority Centralization v. Decentralization Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Mechanistic Archetype Structural Tensions Mechanistic Archetype Organic Archetype The more complex and turbulent the external environment, the greater the need for a more organic structure and design Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Differentiation & Integration Orientations for Differentiation Time Goal Interpersonal Mechanisms for Integration Rules & procedures Hierarchical referrals Plans Liaison roles Task forces Inter-unit teams Matrix structure Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Departmentalization Function Division Matrix Product or Service Big Boss Assistant ? Function Division Product or Service Process Customer Region Matrix Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Galbraith’s Star Model Strategy Structure Processes Rewards People Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Clan Adhocracy Bureaucracy Market CVF Culture Clan Adhocracy Bureaucracy Market Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Managing Execution and Driving for Results Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Core Processes of Execution People Evaluate the people Design the pipeline Populate the pipeline Strategy What should we do? How should we do it? Operations Outline the path to the results Budget based on the operations plan Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability

Individual Execution – Make the Most of Your Time Record Manage Consolidate Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 3: Improving Productivity and Increasing Profitability