1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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