Quinn Introduction (Official)

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This is the official and extended powerpoint that explains about the Quinn Competing Values Framework

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Quinn Introduction (Official)

  1. 1. The Competing Values Approach to Management Chapter 1 Becoming a Master Manager: A Competing Values Approach 4 th Edition
  2. 2. Agenda <ul><li>Evolution of management models </li></ul><ul><li>Action imperatives supporting the competing values framework </li></ul><ul><li>Leadership roles and the competing values framework </li></ul><ul><li>Role expectations </li></ul><ul><li>How to develop competencies </li></ul><ul><li>Value added for you and your organization </li></ul>Chapter 1: The competing values approach to management. Quinn et al., (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc.
  3. 3. 1. Management models - Evolution Chapter 1: The competing values approach to management. Quinn et al., (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc. 1900-1925: Rational goal model and internal process model * Believe in “survival of the fittest” * Rise of great individual leaders 1926-1950: Human relations model * Sense of prosperity, recreation, and survival * Increased focus on relationships 1951-1975: Open systems model * Not only money and recreation but also self-fulfillment * Knowledge focus – manager no longer controller
  4. 4. Evolution Cont. Chapter 1: The competing values approach to management. Quinn et al., (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc. 1976-Today: Need for effectiveness in a highly dynamic environment A single framework: A competing values approach
  5. 5. 2. Competing values approach- Action imperatives Chapter 1: The competing values approach to management. Quinn et al., (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc. INTERNAL FOCUS EXTERNAL FOCUS FLEXIBILITY STABILITY COLLABORATE CREATE CONTROL COMPETE Do things together Do things first Do things right Do things fast
  6. 6. 3. Competing values framework – Leadership roles Chapter 1: The competing values approach to management. Quinn et al., (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc. INTERNAL FOCUS EXTERNAL FOCUS FLEXIBILITY STABILITY COLLABORATE CREATE CONTROL COMPETE Mentor Facilitator Monitor Coordinator Broker Innovator Producer Director
  7. 7. 3. Competing values framework Chapter 1: The competing values approach to management. Quinn et al., (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc. INTERNAL FOCUS EXTERNAL FOCUS FLEXIBILITY STABILITY Involvement results in commitment & cohesion which leads to success. Adaptation, innovation, & external resources lead to success. Bureaucratic internal routines create stability & lead to success. Rational analysis and clear directions lead to success.
  8. 8. 4. Role expectations <ul><li>Managers are expected to… </li></ul><ul><li>Clarify expectations, be task oriented, and be self-motivated </li></ul><ul><li>Care for details and maintain flow of the system </li></ul><ul><li>Be process oriented and develop the human resource </li></ul><ul><li>Facilitate adaptation and change, be astute and influential </li></ul><ul><li>But how can they achieve this??... </li></ul>Chapter 1: The competing values approach to management. Quinn et al., (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc.
  9. 9. 5. Developing Leadership Competencies! <ul><li>A ssessment </li></ul><ul><li>L earning </li></ul><ul><li>A nalysis </li></ul><ul><li>P ractice </li></ul><ul><li>A pplication </li></ul><ul><li>Excellent communication skills are imperative to become a master manager! </li></ul>Chapter 1: The competing values approach to management. Quinn et al., (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc. Five-step model based on Whetton and Cameron (1983, “Management skill training: A needed addition to the management curriculum,” Organizational Behavior Teaching Journal, 8, 10-15). Reflection
  10. 10. 5. Value added <ul><li>Alignment of organizational culture with action imperatives and strategic goals </li></ul><ul><li>Alignment of performance criteria with organizational culture </li></ul><ul><li>Individual development plans can be optimized by reflecting appropriate priorities based on: </li></ul><ul><ul><li>Assessment of individual competencies </li></ul></ul><ul><ul><li>Strategic focus of organization </li></ul></ul>Chapter 1: The competing values approach to management. Quinn et al., (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc.
  11. 11. <ul><li>Questions?? </li></ul>Chapter 1: The competing values approach to management. Quinn et al., (2007). Becoming a master manager. A competing values approach. NJ: John Wiley & Sons, Inc.

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