1. 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

2. 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

3. 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

4. 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

5. Foundational Management Models
Rational goal model and Internal process model
Human relations model
Open systems model
“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

6. 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

7. 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

8. 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

9. 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

10. 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

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

12. 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

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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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