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. The Competing Values Approach to Management Chapter 1 Becoming a Master Manager: A Competing Values Approach 4 th Edition
- 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. 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. 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. 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. 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.