Understanding & Analyzing Competing Values Framework - Assignment Example

? Report: Understanding & Analyzing Competing Values Framework Report Introduction This report outlines my understanding of the concept of Competing Value Framework (CVF). It is a well-researched and comprehensive essay about what CVF entails together with its implications. The report further provides a detailed analysis of the outcomes received from Competing Values Skills Assessment Leadership role and Competing Values Skills Assessment Skills Profile. Competing Values Framework (CVF) is among the common models used by business organizations to discharge day-to-day activities. The model originated from an all-inclusive experimental study about ways of improving competence and efficacy for an organization. It has gained extensive application in the process of determining high performance in relation to a number of topics in social sciences as well as business organizations (Schuman 2010). Competing Values Framework is a type of cultural evaluation that aims to improve value and efficacy of an organization. According to Quinn and Rohrbaugh (1983), two dimensions of effectiveness are critical to a more logical understanding of an organization operational framework. The first dimension relates to special focus on the organization from the internal perspective; about people who work in the organization, and external focus on the organization itself (Schuman 2010). The second dimension pertains to a synopsis of the contrast that exists between control and stability vis-a-vis flexibility and change. At first, the criteria that exist within the four models seem to convey contradictory and inconsistent messages. However, the conventional norm and expectation across social sciences and organizations has been to ensure the association or business entity becomes more flexible and adaptable. Similarly, such organization should acquire adequate stability and control (Schuman 2010). The report further indicate that the framework consists of core assumptions condensed into four distinctive quadrants namely internal process model, open systems model, rational goal model, and the human relations model. The Internal process Model (IPM) is founded on documentation, hierarchy, information management, and emphasis on measurement (Cameron & Spreitzer 2012). Through these processes, the organization eventually achieves stability and control. Open Systems Model (OSM) emphasizes adaptability, growth, organic system, resources acquisition, and external support. The Rational Goal Model (RGM) emphasizes rational action with the major aspect being the realization of profit. The primary assumption of this quadrant is that planning as well as goal setting lead to outcomes namely efficiency and productivity. Human Relations Model (HRM) is founded on morale and cohesion with special emphasis on capacity building and human resource management (Cameron & Spreitzer 2012). Members of an organization act as cooperating members and not alienated individuals of a common social system. The Research/Study The efficiency and value of the models that help in understanding the structure is the primary goal of the research. The study further attempts to scrutinize and evaluate how various structures of the organization operate towards accomplishing the set objectives in the short term and long-term basis. Apparently, every business enterprise has distinct rationale and composition that helps in tackling fundamental challenges that have considerable chance to hamper the efforts and goals already set out by the management and employees (Cameron & Quinn 2011). The essential facet of the study was to establish suitable ways of inventing the framework. This would help in making the rationale become more effective notwithstanding other invisible challenges or factors. Understanding the task of the framework has become even much easier following discovery of two vital dimensions of efficiency in an organizational framework. The potential dangers and disapproval because of the contemporary criteria was another aspect the study sought to uncover (Cameron & Quinn 2011). CVF would further provide accurate information on the conventional inquiry and analysis as far as the four models are concerned. Universal views always dictate that the four models have always carried contradictory information. However, each organization has a vision to improve the efficacy of its management structure by initiating schemes that enhance flexibility of all relevant processes (Smart 2010). In addition, it is the desire of every business organization to execute roles that help it acquire significant advancement in terms of production levels, stability, and control. Different organizations have also used the framework as a leadership tool. Besides, VCF has also proven to have copious advantages that would allow organizations to accomplish even the unrealistic goals (Smart 2010). Incidentally, many literary materials have used the Competing Values Framework as a technique, which aims to improve services across enterprises. The Findings/Results Apart from its extensive relevance in various aspects and levels of an organization, CVF also proven to be pertinent in communication, assessment of leadership, decision-making, improving quality, change patterns, fiscal performance, realization of key competencies, and management of the organizational structure (Austin 2012). The languages together with concepts of competing values are useful even to those individuals whose ambition is to work with different people at different positions. Thus, the organization will find the opportunity to integrate its work around a given framework or language (Austin 2012). Moreover, the framework is a learning structure, an organizing system, and a source of new-fangled ideas. The framework of competing values as further proven to be an important ingredient to the process of determining or identifying proper guidelines that will enable executives manage to analyze the congruencies and inconsistencies among diverse aspects of an organization. The structure will inherently permit the executives to operate more expansively towards improving the performance of the organization (Austin 2012). The study further reveals the significance of CVF in the production of a set of measurement devices, intervention procedures, and change mechanisms (Austin 2012). These techniques help find a more comprehensive view of leadership together with its outcomes in an organization. Discussion The findings clearly reveal the significance of Competing Values Framework at all levels of an organization. Understanding the framework is central to any organization whose intention is to embrace it. The two dimensions drawn horizontally and vertically leads to a model of four quadrants (Rothstein & Burke 2010). During the study of effectiveness and efficiency of an organization, it was obvious that certain organizations tend to appear more effective by displaying certain aspects of adaptability and flexibility. However, different set of organizations are inclined to a form of effectiveness through display of certain level of stability and control. Moreover, there were great disparities in the internal and external processes of such organizations. While some organizations tend to become effective upon maintaining efficient internal processes, others were efficient upon maintaining a more competitive external positioning and procedures when approaching their customers as well as clients (Rothstein & Burke 2010). The process of making an organization more valuable and imperative requires that the executive and human resource fraternity focus on ways of creating fresh ideas, mutual learning, self-organizing, and exploiting the available options for expansion (Stein & Multi-Health Systems Inc. 2010). For an organization to cope successfully with constantly changing business conditions, it should be prepared and more than willing to embrace flexibility and compliance. If an organization finds it hard to stretch enough to accommodate the changing conditions, it would be intricate for it to meet the demands of its members. Furthermore, an organization would require dedication and certainty to generate lasting value. Companies that have shown consistencies in terms of performance in the market are likely to have steady culture. Moreover, they tend to have similar visions and consistent processes (Stein & Multi-Health Systems Inc. 2010). According to the findings, each quadrant contains a label that highlights its outstanding attribute in attempt to create worth. CVF has emerged to be a significant tool and guide for change. Several contemporary organizations today use the framework to identify and implement aspects such as cultural change; stimulate employees, effect quality processes, set up competitive strategy, and nurture promising leaders. Analysis of Assessment Competing values skills assessment leadership role profile The assessment employs competing values structure to the study of collective leadership. The approach taken by the study of collective or mutual leadership largely relates to self-managed teams. Unlike other leadership theories, CVF incorporates leadership functions that are contrasting and at times conflicting into a solitary framework (Robbins 2009). The framework proposes that all leaders have a mandate to perform eight supervisory roles that general conflict with one another. Fulfillment of competing expectations is the key goal of the integration process of eight incompatible supervisory roles. The assessment demonstrates existence of a more constructive association between team effectiveness and the balance of the supervisory functions. According to the leadership assessment parameter, managers’ major concern should be the balance and growth of the eight roles (Robbins 2009). According to the report, an assessment of my leadership role reveals that most of the co-workers perceive me as capable of executing the eight supervisory roles more effectively contrary to my perception. The assessment or evaluation further shows that co-workers consider me as having the capacity to execute seven supervisory roles out of the eight roles (Robbins 2009). Innovator task, broker task, producer job, director job, coordinator job, monitor task, and facilitator task are the seven administrative or supervisory roles that co-workers believe I can perform with a lot of ease and vigor. However, the co-workers usually believe that I do not have adequate proficiency and skills to execute a mentor task in the organization (Robbins 2009). In essence, my own rating of the power to execute the managerial task ranks lower than that of co-workers despite existence of flexibility, control, in-house, and peripheral factors. Competing values skills assessment profile The assessment put into perspective the fundamental skills and competencies that are necessary to improve my efficiency and value for the organization (Stein & Multi-Health Systems Inc. 2010). My assessment shows availability of various skills that directly or indirectly affect the organization together with employees of the organization. According to the assessment of Skills Profile, it is evident that co-workers have fundamental influence in evaluating my skills (Stein & Multi-Health Systems Inc. 2010). The skills profile shows array of elements and parameters that are influential in achieving an all-inclusive assessment of the skills particularly from co-workers viewpoint. From co-worker’s viewpoint, I have the competence and valor live with change, believing and thinking in a more creative way, building and maintaining the power base, negotiating accords, and presenting thoughts. Such ideas or thoughts would be critical to improving effectiveness of competing values and the organizational framework in general (Stein & Multi-Health Systems Inc. 2010). The co-worker perceives me as someone who works productively, facilitates a more constructive working environment, manages stress and time, and develop and communicate vision (Armstrong 2011 p. 3). The co-worker has further developed firm conviction that I can set vital goals and objectives; prove to be instrumental in design and organization, project management, designing work, managing across functions, and controlling information overload, process and deliberate on management with critical thinking (Armstrong 2011 p. 11). Other skills include developing employees, effectual communication, understanding and appreciating people around as well as my efforts, conflict management, and team building. These self-assessment instruments have considerable influence on my capacity to improve personal output as well as efforts to integrate fresh ideas into the organization. Finally, the instruments would facilitate the process of building positive relationships with co-workers and the management notwithstanding the realism about multiplicity of roles (Rothstein & Burke 2010). References Armstrong, Debora (2011). Competing Values Management Practices Survey. BMM 5 Instructors Manual file 7 Role based CVF Self-Assessments, University of Brunswick Austin, D. (2012). Human Services Management: Organizational Leadership in Social Work Practice. New York: Columbia University Press. Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. San Francisco, CA: Jossey-Bass. Cameron, K. S., & Spreitzer, G. M. (2012). The Oxford handbook of positive organizational scholarship. New York: Oxford University Press. Robbins, S. P. (2009). Self-assessment library 3.4: Insights into your skills, interests and abilities. Upper Saddle River, N.J: Pearson/Prentice Hall. Rothstein, M. G., & Burke, R. J. (2010). Self-Management and Leadership Development. Cheltenham: Edward Elgar Pub. Schuman, S. (2010). The handbook for working with difficult groups: How they are difficult, why they are difficult and what you can do about it. San Francisco, CA: Jossey-Bass. Smart, J. C., Association for Institutional Research., & Association for the Study of Higher Education. (2010). Higher education: Handbook of theory and research. Dordrecht: Springer Stein, S. J., & Multi-Health Systems Inc. (2010). Emotional intelligence skills assessment: Facilitator guide. San Francisco, CA : Pfeiffer: Multi-Health Systems. Read More