Introduction

1. 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 belearned once and then done thesame way in the future? 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 • 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 Quinn et al., (2011). Becoming a Master Manager: A Competinv Values Approach, 5th edition

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

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

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

9. Open Systems Model 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 • Criteria of effectiveness • Means-ends theory • Action imperative • Emphasis • Culture 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. Action Imperatives 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