4 - Competing Values Framework-slide.ppt 6f5mh
This document was ed by and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this report form. Report 3i3n4
Overview 26281t
& View 4 - Competing Values Framework-slide.ppt as PDF for free.
More details 6y5l6z
- Words: 762
- Pages: 15
Competing Values Framework
© Ed Green Penn State University All Rights Reserved
Topics Value of Frameworks Overview – the Competing Values Framework Cultures (revisited) Applicability
Organizational Leadership Organizational Effectiveness Total Quality Management Human Resource Management Corporate Missions and Visions
Culture change over time 05/28/15
Competing Values Framework
2
Value of Frameworks Identify cultural dimensions
05/28/15
Strength Congruence Speed of Degree of risk People orientation
Competing Values Framework
3
From the key researchers Hofstede (1980)
Gordon (1985) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
1.
Clarity & direction Organizational reach Integration Top management Encouragement of individual initiative Conflict resolution Performance clarity Performance emphasis Action orientation Compensation Human resource development
2. 3. 4. 5.
Kets de Vries & Miller (1986)
Dysfunctional dimensions 1. 2. 3. 4. 5.
Paranoia Avoidance Charisma Bureaucracy Political
Martin (1992) 1. 2. 3.
05/28/15
Power distance Uncertainty Avoidance Individualism Masculinity
Competing Values Framework
Cultural integration & consensus Differentiation & conflict Fragmentation & ambiguity
4
Competing Values Framework
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Stability & Control Cameron & Quinn, Figure 3.1, page 39 05/28/15
Competing Values Framework
5
Organizational Cultures
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Hierarchy Market Clan Adhocracy
Internal Focus & Integration
Flexibility & Discretion
Stability & Control
05/28/15
Competing Values Framework
6
Organizational Leadership
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Clan –
Leader – facilitator,
mentor, team builder Values – commitment, communication, development Effectiveness – human development and participation
Adhocracy Leader – innovator, entrepreneur, visionary Values – innovation, transformation, agility Effectiveness – innovativeness, vision, new resources
Stability & Control
05/28/15
Competing Values Framework
7
Organizational Leadership
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Hierarchy
Leader – coordinator, monitor, organizer Values – efficiency, timeliness, consistency, uniformity Effectiveness – capable processes
Market –
Leader – hard driver, competitor, producer Values – market share, goal achievement, profitability Effectiveness – competition and customer focus
Stability & Control
05/28/15
Competing Values Framework
8
Total Quality Management
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Clan – empowerment, team building, involvement, people development, free & open communications Adhocracy – creativity, continuous improvement, new knowledge Hierarchy – error detection, measurement process control, systemic problem solving, quality tools Market – customer preferences, improved productivity, external partnerships, enhanced competitiveness, involved customers & suppliers
Stability & Control
05/28/15
Competing Values Framework
9
Human Resources Management
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Clan –
Role – employee champion Means – respond to employee needs Ends – cohesion, commitment, capability Competencies – morale assessment, management development, systems improvement
Adhocracy –
Role – change agent Means – facilitate transformation Ends – organizational renewal Competencies – systems analysis, organizational change. Consultation, facilitation
Stability & Control
05/28/15
Competing Values Framework
10
Human Resources Management
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Hierarchy –
Role – istrative specialist Means – reengineering process Ends – efficient infrastructure Competencies – process improvement, customer relations, service needs assessment
Market
Role – strategic business partner Means – alignment with business strategy Ends – bottom-line impacts Competencies – general business skills, strategic analysis, strategic leadership
Stability & Control
05/28/15
Competing Values Framework
11
Changing Values Over Time Essential Structure Tool 50
50 40
40 30
30 20
20 10
10
10
10
20 30
30 40
40
50
50
05/28/15
20
Competing Values Framework
12
Changing Values Over Time Plot the “as is” 50
50 40
40 30
30 20
20 10
10
10
10
20 30
30 40
40
50
50
05/28/15
20
Competing Values Framework
13
Changing Values Over Time Plot the “to be” 50
50 40
40 30
30 20
20 10
10
10
10
20 30
30 40
40
50
50
05/28/15
20
Competing Values Framework
14
Changing Values Over Time Analyze the results 50
50 40
40 30
30 20
20 10
10
10
10
20 30
30 40
40
50
50
05/28/15
20
Competing Values Framework
15
© Ed Green Penn State University All Rights Reserved
Topics Value of Frameworks Overview – the Competing Values Framework Cultures (revisited) Applicability
Organizational Leadership Organizational Effectiveness Total Quality Management Human Resource Management Corporate Missions and Visions
Culture change over time 05/28/15
Competing Values Framework
2
Value of Frameworks Identify cultural dimensions
05/28/15
Strength Congruence Speed of Degree of risk People orientation
Competing Values Framework
3
From the key researchers Hofstede (1980)
Gordon (1985) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
1.
Clarity & direction Organizational reach Integration Top management Encouragement of individual initiative Conflict resolution Performance clarity Performance emphasis Action orientation Compensation Human resource development
2. 3. 4. 5.
Kets de Vries & Miller (1986)
Dysfunctional dimensions 1. 2. 3. 4. 5.
Paranoia Avoidance Charisma Bureaucracy Political
Martin (1992) 1. 2. 3.
05/28/15
Power distance Uncertainty Avoidance Individualism Masculinity
Competing Values Framework
Cultural integration & consensus Differentiation & conflict Fragmentation & ambiguity
4
Competing Values Framework
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Stability & Control Cameron & Quinn, Figure 3.1, page 39 05/28/15
Competing Values Framework
5
Organizational Cultures
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Hierarchy Market Clan Adhocracy
Internal Focus & Integration
Flexibility & Discretion
Stability & Control
05/28/15
Competing Values Framework
6
Organizational Leadership
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Clan –
Leader – facilitator,
mentor, team builder Values – commitment, communication, development Effectiveness – human development and participation
Adhocracy Leader – innovator, entrepreneur, visionary Values – innovation, transformation, agility Effectiveness – innovativeness, vision, new resources
Stability & Control
05/28/15
Competing Values Framework
7
Organizational Leadership
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Hierarchy
Leader – coordinator, monitor, organizer Values – efficiency, timeliness, consistency, uniformity Effectiveness – capable processes
Market –
Leader – hard driver, competitor, producer Values – market share, goal achievement, profitability Effectiveness – competition and customer focus
Stability & Control
05/28/15
Competing Values Framework
8
Total Quality Management
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Clan – empowerment, team building, involvement, people development, free & open communications Adhocracy – creativity, continuous improvement, new knowledge Hierarchy – error detection, measurement process control, systemic problem solving, quality tools Market – customer preferences, improved productivity, external partnerships, enhanced competitiveness, involved customers & suppliers
Stability & Control
05/28/15
Competing Values Framework
9
Human Resources Management
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Clan –
Role – employee champion Means – respond to employee needs Ends – cohesion, commitment, capability Competencies – morale assessment, management development, systems improvement
Adhocracy –
Role – change agent Means – facilitate transformation Ends – organizational renewal Competencies – systems analysis, organizational change. Consultation, facilitation
Stability & Control
05/28/15
Competing Values Framework
10
Human Resources Management
Clan (Collaborative)
Hierarchy (Control)
Adhocracy (Create)
Market (Compete)
External Focus & Differentiation
Internal Focus & Integration
Flexibility & Discretion
Hierarchy –
Role – istrative specialist Means – reengineering process Ends – efficient infrastructure Competencies – process improvement, customer relations, service needs assessment
Market
Role – strategic business partner Means – alignment with business strategy Ends – bottom-line impacts Competencies – general business skills, strategic analysis, strategic leadership
Stability & Control
05/28/15
Competing Values Framework
11
Changing Values Over Time Essential Structure Tool 50
50 40
40 30
30 20
20 10
10
10
10
20 30
30 40
40
50
50
05/28/15
20
Competing Values Framework
12
Changing Values Over Time Plot the “as is” 50
50 40
40 30
30 20
20 10
10
10
10
20 30
30 40
40
50
50
05/28/15
20
Competing Values Framework
13
Changing Values Over Time Plot the “to be” 50
50 40
40 30
30 20
20 10
10
10
10
20 30
30 40
40
50
50
05/28/15
20
Competing Values Framework
14
Changing Values Over Time Analyze the results 50
50 40
40 30
30 20
20 10
10
10
10
20 30
30 40
40
50
50
05/28/15
20
Competing Values Framework
15
Related Documents 3h463d
4 - Competing Values Framework-slide.ppt 6f5mh
November 2019 45
Competing Values Competency Questionnaire 5b6at
October 2019 47
Competing Values Framework Questionnaire (2) 1f5n34
December 2019 23
Competing Advantage 4f6m6g
December 2019 52
Competing With Information Technology 1wv5i
November 2021 0