Introduction
The Competing Values
Approach to Management
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition
1
Agenda
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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
2
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 be
learned once and then done the
same way in the future?
Quinn et al., (2011). Becoming a Master
Manager: A Competinv Values Approach,
5th edition
3
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
4
Foundational Management Models
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1900-1925
– Rational goal model and Internal process model
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1926-1950
– Human relations model
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1951-1975
– Open systems model
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1976-1999
– “Both-And” assumptions
– Competing values framework
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Human
Relations
Open
Systems
Internal
Process
Rational
Goal
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
5
Human Relations Model
1. Criteria of effectiveness
2. Means-ends theory
3. Action imperative
4. Emphasis
5. Culture
1. Commitment and cohesion
2. Involvement results in
commitment
3. Collaborate
4. Participation, conflict
resolution, and consensus
building
5. Clan
Quinn et al., (2011). Becoming a Master
Manager: A Competinv Values Approach,
5th edition
6
Internal Process Model
1. Criteria of effectiveness
2. Means-ends theory
3. Action imperative
4. Emphasis
5. Culture
1. Stability and continuity
2. Routinization leads to
stability
3. Control
4. Defining responsibility,
measurement,
documentation
5. Hierarchy
Quinn et al., (2011). Becoming a Master
Manager: A Competinv Values Approach,
5th edition
7
Rational Goal Model
1. Criteria of effectiveness
2. Means-ends theory
3. Action imperative
4. Emphasis
5. Culture
1. Productivity and
profitability
2. Clear direction leads to
productive outcomes
3. Compete
4. Goal clarification, rational
analysis, and action taking
5. Market
Quinn et al., (2011). Becoming a Master
Manager: A Competinv Values Approach,
5th edition
8
Open Systems Model
1. Criteria of effectiveness
2. Means-ends theory
3. Action imperative
4. Emphasis
5. Culture
1. Change and adaptability
2. Continual adaptation and
innovation lead to acquiring
and maintaining external
resources
3. Create
4. Political adaptation, creative
problem solving, innovation,
and change management
5. Adhocracy
Quinn et al., (2011). Becoming a Master
Manager: A Competinv Values Approach,
5th edition
9
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
10
Dimensions Underlying the
Competing Values Framework
Flexibility
Internal
External
Control
Quinn et al., (2011). Becoming a Master
Manager: A Competinv Values Approach,
5th edition
11
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
12
Action Imperatives
COLLABORATE
CREATE
CONTROL
COMPETE
Quinn et al., (2011). Becoming a Master
Manager: A Competinv Values Approach,
5th edition
13
Managerial Competencies
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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
14
Managerial Competencies
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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
15
Managerial Competencies
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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
16
Managerial Competencies
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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
17
Organizing the Learning Process*
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Assessment
Learning
Analysis
Practice
Application
Reflectio
n
* 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
18
Core Competency:
Thinking Critically
Quinn et al., (2011). Becoming a Master
Manager: A Competinv Values Approach,
5th edition
19
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
20