1

Competing Value Model R.E.Quinn et al.

Ab Reitsma

29-01-2010

2

Organization Flexibility

Internal Environment External Environment

Power & Control

Human RelationsModel

Open SystemsModel

$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

CommitmentMorale(ends)

Innovation,Adaptation(means)

Growth,ResourceAcquisition(ends)

Productivity,Accomplishment(ends)

Direction,Goal clarity(means)

Stability,Control(ends)

Documentation,InformationManagement(means)

Participation,Openness(means)

Source: Quinn et. al., Becoming a Master Manager (2003)

Human RelationsModel

Open SystemsModel

$Rational Goal

Model

Internal Process

Model

Effectiveness of organisations (CVM)

4

Towardde-centralization,

differentiation

Toward

expansion,

change

Tow

ard

com

petitiv

ep

ositio

n o

f syste

m

Towar

d

max

imiza

tion

of

outp

ut

TowardCentralization,

integration

Toward

consolidation,

continuity

Tow

ard

main

ten

an

c eof

t he s

yst

em

Towar

d

Devel

opm

ent

of h

uman

reso

urce

s OrganizationFlexibility

InternalEnviron-ment

ExternalEnviron-ment

Power &Control

Commitment,Morale

Innovation,Adaptation

Growth,Resourceacquisition

Productivity,Accomplishment

Direction,Goal clarity

Stability,Control

Documentation,Informationmanagement

Participation,Openness

Human RelationsModel

Open SystemsModel

$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

999

Organization Flexibility

Internal Environment External Environment

Power &Control

Mentor Innovator

Broker

Producer

DirectorCoordinator

Monitor

Facilitator

The Evolution ofManagement Models

Source: Quinn et. al., Becoming a Master Manager (2003)

Human RelationsModel

Open SystemsModel

$Rational Goal

Model

Internal Process

Model

Management, business-likedistrust, transactional

Leadership, inspiring,trust, transformational

High changeHigh complexity

High changeLow complexity

Low changeLow complexity

Low changeHigh complexity

Mintzberg:• enterpreneur• resource allocator

Mintzberg:• spokesman• liaison• figurehead• negotiator

Mintzberg:• disseminator• monitor

Mintzberg:• leader• disturbance handler

MaslowHawthornY-theory

Scientific managementBureaucratic org.X-theory

ContingencySystem-thinking

Machinebureaucracy

Professionalbureaucracy

Ad-hocracy

Pioneerorganisation

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? Stabiel Dynamisch Complex Gedecentraliseerd Gedecentraliseerd Bureaucratisch Organisch Standaardisatie van vaardigheden Onderlinge aanpassing Professionele bureaucratie Adhocratie Eenvoudig Gecentraliseerd Gecentraliseerd Bureaucratisch Organisch Standaardisatie van werkprocessen Direct Toezicht Machine bureaucratie Eenvoudige structuur

12

Differences Between What Leaders and Managers DoDifferences Between What Leaders and Managers Do

MANAGERSMANAGERS LEADERSLEADERS

Deal with status-quoDeal with status-quo Deal with changeDeal with change

Work in the systemWork in the system Work on the systemWork on the system

ReactReact Create opportunitiesCreate opportunities

Control risksControl risks Seek opportunitiesSeek opportunities

Enforce organisational rulesEnforce organisational rules Change organisational rulesChange organisational rules

Seek and then follow directionSeek and then follow directionProvide a vision to believe in and strategic Provide a vision to believe in and strategic alignmentalignment

Control people by pushing Control people by pushing them in the right directionthem in the right direction

Motivate people by satisfying basic human Motivate people by satisfying basic human needsneeds

Coordinate effortCoordinate effort Inspire achievement and energize peopleInspire achievement and energize people

Provide instructionsProvide instructionsCoach followers, create self-leaders, and Coach followers, create self-leaders, and empower themempower them

13

The Tao of Managerial LeadershipThe Tao of Managerial LeadershipEfficiency & Effectiveness: Finding the Delicate BalanceEfficiency & Effectiveness: Finding the Delicate Balance

1000ventures.com

YinYinPassive, accepting sidePassive, accepting side

YangYangActive, aggressive sideActive, aggressive side

OBJECTIVEOBJECTIVE EFFICIENCYEFFICIENCY EFFECTIVENESSEFFECTIVENESS

STYLESTYLE ManagementManagement LeadershipLeadership

MOTTOMOTTO Doing things rightDoing things right Doing right thingsDoing right things

MEASUREMENTMEASUREMENT BenchmarkingBenchmarking Strategic achievementStrategic achievement

FOCUS ONFOCUS ON Individual elementsIndividual elements The total resultThe total result

APPROACHAPPROACH Analytical; looking at the partsAnalytical; looking at the parts Holistic; looks at the wholeHolistic; looks at the whole

DIRECTIONDIRECTION Looking internallyLooking internally Looking externallyLooking externally

GROWTHGROWTH Eliminating problemsEliminating problems Pursuing opportunitiesPursuing opportunities

KNOWLEDGEKNOWLEDGE Know howKnow how Know whyKnow why

© Vadim Kotelnikov

14

Leadership Lessons of Lao TzuLeadership Lessons of Lao TzuThThe founder of Taoism (born app.e founder of Taoism (born app. 500 BC)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.''We did it ourselves.'