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The Competing Values to Management ((4 models represent values of (people,…
The Competing Values to Management
The Evolution of Management Models
Definition of Model
belief or viewpoint about what a manager should do
Representation of reality
simplifying the complex
reflect social values
always changing
4 Major Management Models
Human Relations Model
Symbol
:black_circle:
Time Period
Great Depression
World War II
Economic Boom
unions improved factory workers lives
Goals
commitment
cohesion
morale
characteristics
#
participation
team aspect
clanlike
authoritarian benevolence
if efficiency falls motivate employee
Internal Process Model
Time Period
#
Very Hierarchical
decisions based on
precedent
rules
structure
tradition
Symbol
Goals
Stability
Continuity
routines lead to stability
if efficiency falls, increase control
Open Systems Model
Time Period
Increase in goods made in Japan
Cheap
good quality
Vietnam
cynicism
questioning authority
women entering professions
Goals
adaptablity
external support
fast changing
Symbol
characteristics
#
innovation
continual adaptation
problem solving
high risk
quick decision making
if efficiency falls change organization
Rational Goal Model
Time Period
Roaring Twenties
Laissez-fair
Social Darwinism
Henry Ford
Symbol
:heavy_dollar_sign:
Goals
Profit
Productitivity
employees working at 100%
stories of harsh treatment occur often
if efficiency decreases change employee
4 Action Imperatives
collaborate
#
create
#
control
#
compete
#
Organizing The Learning Process-ALAPA
Developed by
Kim Cameron
David Whetten
The 5 Steps
Practice
apply competency to a work like situation
Learning
reading and presenting the information
Application
opportunity to transfer process to real life simulations
Assesment
discover ability level
Analysis
explore appropriate and inappropriate behavior
experience based
Management Information
Paradoxical
focus on present and future
beliefs
can be ineffective
can be effective
must be able to rethink beliefs
Lifelong process
The Competing Values Framework
Definition
contrasting behaviors are needed at the same time to solve issues
must use aspects of all 4 models
4 colors for the 4 imperatives
create
#
Green
Competencies
Championing and Selling New Ideas
Using Power Ethically and Effectively
Fueling and Fostering Innovation
Negotiating Agreement and Commitment
Implementing and Sustaining Change
collaborate
#
Yellow
Competencies
Understanding Self and Others
Communicating Honestly and Effectively
Mentoring and Developing Others
Managing and Encouraging Constructive Conflict
Managing Groups and Teams
control
#
Red
Competencies
Planning and Coordinating Projects
Measuring and Monitoring Performance and Quality
Organizing Information Flows
Encouraging and Establishing Compliance
Working and Managing Across Functions
compete
#
Blue
Competencies
Setting Goals and Objectives
Motivating Self and Others
Developing and Communicating a Vision
Designing and Organizing
Managing Execution and Driving for Results
Model Opposites
Open Systems -Internal Process
Human Relations - Rational Goal
Model Parallels
RG and IP
control
IP and HR
internal focus
OS and RG
external focus
HR and OS
flexibility
using all 4 models is best
4 models represent values of
people
programs
policies
organizations
must be flexable enough to use all models
managers must
know multiple competencies
be able to apply competencies to issues IRL
know pros and cons of each model
behavioral complexity
achieved by doing the above challenges
#
relates to overall effectiveness of a manager
#
#
