The document discusses different models of organizational effectiveness and management styles, including the Competing Values Model, which outlines four approaches: rational goal, internal process, human relations, and open systems. It also compares the roles of managers versus leaders and contrasts their approaches to dealing with change, risk, vision, motivation, and growth. Mintzberg's framework of five organizational structures is presented, along with contrasts between management and leadership styles.

1. Competing Value Model R.E.Quinn et al. Ab Reitsma 29-01-2010

2. Organization Flexibility Internal Environment External Environment Power & Control Human Relations Model  Open Systems Model  $ Rational Goal Model  Internal Process Model Source: Quinn et. al., Becoming a Master Manager (2003) Effectiveness of organisations (CVM)

3. Organization Flexibility Internal Environment External Environment Power & Control Commitment Morale (ends) Innovation, Adaptation (means) Growth, Resource Acquisition (ends) Productivity, Accomplishment (ends) Direction, Goal clarity (means) Stability, Control (ends) Documentation, Information Management (means) Participation, Openness (means) Source: Quinn et. al., Becoming a Master Manager (2003) Human Relations Model  Open Systems Model  $ Rational Goal Model  Internal Process Model Effectiveness of organisations (CVM)

4. Toward de-centralization, differentiation Toward expansion, change Toward competitive position of system Toward maximization of output Toward Centralization, integration Toward consolidation, continuity Toward maintenance of the system Toward Development of human resources Organization Flexibility Internal Environ- ment External Environ- ment Power & Control Commitment, Morale Innovation, Adaptation Growth, Resource acquisition Productivity, Accomplishment Direction, Goal clarity Stability, Control Documentation, Information management Participation, Openness Human Relations Model  Open Systems Model  $ Rational Goal Model  Internal Process Model Source: Quinn et. al., Becoming a Master Manager (2003) Effectiveness of organisations (CVM)

5. Characteristics of the Four Management Models Rational Goal Internal Process Human Relations Open Systems Symbol Criteria of Effectiveness Means-ends Theory Emphasis Climate Role of Manager $    Productivity, Profit Clear direction leads to productive outcomes Goal clarification, rational analysis, and action taking Rational economic: “the bottom line” Director and Producer Stability, continuity Routinisation leads to stability Defining responsibility, measurement, documentation Hierarchical Monitor and coordinator Commitment, cohesion, morale Involvement results in commitment Participation, conflict resolution, and consensus building Team oriented Mentor and facilitator Adaptability, external support Continual adaptation an innovation lead to acquiring and maintaining external resources Political adaptation, creative problem solving, innovation, change management Innovative, flexible Innovator and broker

6. Effectiveness of managers (CVM)

7. Effectiveness of managers (CVM)

8. Effectiveness of managers (CVM) http:// www.handboekmanagementvaardigheden.nl /site/voor_ studenten.html

9. Organization Flexibility Internal Environment External Environment Power & Control Mentor Innovator Broker Producer Director Coordinator Monitor Facilitator The Evolution of Management Models Source: Quinn et. al., Becoming a Master Manager (2003) Human Relations Model  Open Systems Model  $ Rational Goal Model  Internal Process Model Management, business-like distrust, transactional Leadership, inspiring, trust, transformational High change High complexity High change Low complexity Low change Low complexity Low change High complexity Mintzberg: enterpreneur resource allocator Mintzberg: spokesman liaison figurehead negotiator Mintzberg: disseminator monitor Mintzberg: leader disturbance handler Maslow Hawthorn Y-theory Scientific management Bureaucratic org. X-theory Contingency System-thinking Machine bureaucracy Professional bureaucracy Ad-hocracy Pioneer organisation

10. Simple Structure Machine Bureaucracy Professional Bureaucracy Divisionalised Form Adhocracy Five Organizational Structures Designing Effective Organisations (Mintzberg)

11. Configuratietheorie van Henry Mintzberg De omgeving: turbulent of rustig?

12. Differences Between What Leaders and Managers Do MANAGERS LEADERS Deal with status-quo Deal with change Work in the system Work on the system React Create opportunities Control risks Seek opportunities Enforce organisational rules Change organisational rules Seek and then follow direction Provide a vision to believe in and strategic alignment Control people by pushing them in the right direction Motivate people by satisfying basic human needs Coordinate effort Inspire achievement and energize people Provide instructions Coach followers, create self-leaders, and empower them

13. The Tao of Managerial Leadership Efficiency & Effectiveness: Finding the Delicate Balance 1000ventures.com © Vadim Kotelnikov Yin Passive, accepting side Yang Active, aggressive side OBJECTIVE EFFICIENCY EFFECTIVENESS STYLE Management Leadership MOTTO Doing things right Doing right things MEASUREMENT Benchmarking Strategic achievement FOCUS ON Individual elements The total result APPROACH Analytical; looking at the parts Holistic; looks at the whole DIRECTION Looking internally Looking externally GROWTH Eliminating problems Pursuing opportunities KNOWLEDGE Know how Know why

14. Leadership Lessons of Lao Tzu Th e founder of Taoism (born app. 500 BC) A bad leader is (s)he who has been contemped by the people A good leader is (s)he who has been worshipped by the people A great leader is (s)he of which people say: … 'We did it ourselves.'