Competing Values Framework - Research Paper Example

?Competing Values Framework Background The Competing Values Framework (CVF) is a product of a series of empirical studies on the idea of organizational effectiveness. Studies aimed at developing sense out of effective organizations. It measures the effectiveness of an organization. The model developed, with time, into a framework that derives sense of high performance regarding various topics in organizations and social sciences. The founders of the model are Quinn and Rohrbaugh. At the beginning, they developed two dimensions of effectiveness. One of the dimensions related to organizational focus ranging from internal emphasis on staffs within an organization to the external focus that covers the outward relations of the organization. Their second dimension was concerned with differences between control and stability versus flexibility and change (Hamm 1993). The framework has other important aspects in addition to its original role as a leadership tool. It is a relevant tool for use across all levels within an organization. Scholars developed its name because initially, the four models that form as its pillars seemed to carry conflicting messages. Stakeholders desired to have adaptable, flexible, stable, and controlled organizations at the same time. Core Assumptions The Competing Values Framework consists of four quadrants. The first segment is the internal process model. This model bases on hierarchy, documentation, emphasises measurement, and management of information. The four processes are responsible for enhancing control and stability. It is essential to note that hierarchies function well when time is not an important factor and when an employee has sufficient knowledge about the requirements of the job. The second quadrant is the open systems model (O’Neill 1993). This model operates on organic system, readiness, resource acquisition and support, emphasises on adaptability, and growth. The processes do not control employees but inspires them. This efforts lead to staffs being innovative and creative. Rational goal model is the third core assumption of the Competing Values Model. The model centres on profit and emphasises on rational actions. The model has various assumptions that include a notion that proper planning and setting of goals leads to productivity and efficiency. The plan of action in this case, entails clarification of tasks, setting of objectives, and taking action. The final assumption is the human relations model (Hooijberg 996). This model puts a lot of emphasis on cohesion and morale among employees. Motivation of employees according to the model comes from efficient training programs for employees. It considers employees as constituents of the organization existing in a common social system. The Competing Values Framework considers the four models that appear different and disjointed as a unit. They are related and interconnected. They fall under one large domain of organizational and managerial effectiveness. They are the invisible values that propel people, policies, and programs. Organizations live and die because of them. Application The Competing Values Framework applies in many areas within institutions and business organizations. It applies to individual styles, assess communication within organizations, and serves as a tool to analyse the degree of leadership. It helps in developing and building organizational culture for adoption by employees. This creates core competences necessary for success of a particular company. The human resources department within the organization uses its efficiency design motivational schemes, employee selection criteria, and the quality of employees (Quinn and Rohrbaugh 1983). The management of organizations can use the same to develop the best human resource practices, organizational capabilities, and develop change patterns. These developments are important when setting financial performance. The values of the framework apply across all ranks within organizations. The primary function of the Competing Values Framework is to serve as a map for companies, a mechanism for organising or setting up the operations of a business company. Through the framework, organizations learn new ideas and learning schedules. Research on this framework led to the development of various organizational theories that elaborate on how several functions of organizations relate simultaneously for the success of the business irrespective of the tension that sometimes appears among the functions. The framework provides an essential tool for managers to identify proper guidelines for diagnosing and managing the existing interrelationships, confluences, congruencies, and contradictions within various aspects in organizations. Further use of the framework comes within organizational context. A strategic tool used to develop relative supervision and management of programs. Managers can also use the model to evaluate organizational gaps. It is also teaching tool for practicing administrators because it is central to understanding institutional functions and processes. The tool brings out the similarities and differences pertaining leadership roles. In the end, managers relate well and more consistently as they improve the organization’s performance and create value because they have a better understanding of their roles and requirements. The structure was developed twenty-five years ago. Over time, several sets of intervention process, measurement devices, and change techniques have developed. They are instrumental in capturing the wholesome company views regarding outcomes, profitability, and leadership. The framework appreciates that organizations operate in complex and dynamic environments. The Competing Values Framework ranks above other models presently in the market on predicting the future success of enterprises. Its prediction is more accurate and has significant effects. The model weighs above others in terms of organizational change, leadership development, and the capacity to assess financial stability of organizations, forecast, estimation, and creation of positive values within organizations. Analysis The Competing Values Framework is an integral tool that strengthens the vertical links within the chain of command within organizations by clarifying functions, roles, and expectations for managers and other ranks. It examines the transition from one layer of management to another in the process helping managers and supervisors comprehend behaviours that the company expects from them (Morgan 1993). This reduces role conflict and duplication of duties. Managers understand when to apply particular administrative styles. This leads to one of the best functions of the Competing Values Framework that is developing and maintaining effective management and communication methods and channels. The model enables managers to anticipate and prepare for information overload and under-load, negative filtering, and distortions. This eliminates role ambiguity and offsets costs arising from dysfunctional role conflict and duplication. Constructive dialogue brought by positive learning replaces interpersonal conflicts, status, and power struggles. Traditional models created managerial levels as discrete and stratified positions from employees. Positions and staffs are separate entities within one organization. However, the Competing Values Framework converts the separate entities into a team. This is because it develops an important organizational language responsible for identification of performance mechanisms applicable across the chain of command. The system is effective because employees in the lower management spend more time directing and monitoring employees in the operations to achieve operational goals as set by the company (Quinn 1988). On the other hand, managers at the higher end of the chain of command focus on policy formulation, setting of goals, priorities, evaluation parameters, and outlining methods of resolving conflicts. These comprise of objectives, time, and budgetary issues. These processes guide the functioning of operational departments and in the process enhancing outputs. The framework divides duties accordingly and effectively as managers across all ranks performs the four primary management functions that include organizing, planning, controlling, and leading. However, it differentiates their managerial duties (John 1996). Allocation of these functions depends on important elements previously assigned to them. The separation and allocation of duties covers both long-term and short-term organizational goals. It also focuses on various domains, which comprise of internal processes, market positioning, organizational productivity, and management of professional intellect. The range of activities under evaluation includes macro against micro issues and activities that focus on external and internal programs. Senior managers concentrate on gaining competitive advantage for the company and the development of overall strength and market position. Officers on the lower levels are charged with the responsibility of handling individual employees as well as groups. They make sure that the teams work towards accomplishment of organizational goals. All mangers need a mixture of technical, conceptual, and human relation skills to perform their duties effectively. References Hamm, E. (1993). Organizational effectiveness and mission orientations of two-year colleges. Research in Higher Education, 34(4), 489-502. Hooijberg, R. (1996). A multidirectional approach toward leadership: An extension of the concept of behavioural complexity. A journal Human Relations, 49(7), 917-947. John, P. (1996). Organizational culture and effectiveness in higher education. Educational Evaluation and Policy Analysis, 16(3), 219-241. Morgan, G. (1993). Imaginization: The art of creative management. Newbury Park: Sage. O’Neill, M. (1993). Editor’s Note: Applications of the Competing Values Framework. Human Resource Management, 32, (1), 1-7. Quinn, E. & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. A journal of Management Science, 29, 363-377. Quinn, E. (1988). Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance. San Francisco: Jossey-Bass. Read More