Competing Values Approach
The CVA is best understood as a map that can help leaders look at their organization and structure it accordingly and/or make changes when necessary with the help of the Framework.
The CVA is best envisioned as a two by two figures with four quadrants as in the diagram below:
Some organizations represent greater degree of flexibility and control, whilst others manifest greater degree of flexibility and adaptability. These dimensions are plotted on the CVA above. Organizations generally veer in between with a continuum ranging between this degree of flexibility and control.
The second part of the framework shows the balance towards focus on internal operations of the company (e.g. Work performance, usage of resource, management style and so forth) and focus on external operations, on the other hand (e.g. Competition, government policies, ethos of sustainability etc.). Organizations again veer on a continuum between either ends. There is cohesion and consonance on the one end and separation and independence on the other.
Each of the models that are dispersed between this quadrant -- human relations model; Open systems model; Internal Process model; and the rational goal model -- manifest themselves in different ways:
1. Human relations model - It focuses on human resource development. Generally an internal end. It is characterized by cohesion and morale
2. Open systems model -- this focuses on growth and resource acquisition. It is characterized by flexibility and readiness. It is in the external quadrant
3. Internal Process model -- it focuses on information management and communication. Placed firmly in the internal quadrant, it strives for stability and control of organization
4. Rational goal model - Its focus is on planning and goal setting. Its objectives are productivity and efficiency. It integrates both internal and external sectors.
The most effective organization according to Quinn et al. (2011) is that which merges all four quadrants and applies the various characteristics according to their particular organization and according to circumstance, For instance, at times it is crucial that the creative element (collaboration, creating new ideas, self-organizing (possibly inherent in the Open systems model) be used and that this be done in an adaptable and flexible way.
At other times, it is important that the Control Quadrant and that, let's say, the Rational goal model be used where scientific research on the organization is implemented and data scrupulously drawn and evaluated. Rather than creativity and flexibility in this instance, the organization needs rigidity and control.
There are times when the organization needs to devote its focus to external environment such as with acquisitions, identifying future trends, pursuing innovative ideas, and competing for market share and growth. Other times, it may have to emphasize its internal capabilities such as when it focuses on systems, culture, cost reduction, continuous quality improvement, and human development
The framework not only gives the manager a certain way in evaluating his organization, but can also provide a purview for specific leadership style and for appraisal of the efficacy of the performance of an organization as well as providing a way for the manager to evaluate his own style. It also identifies the multiple ways in which value can be crated within an organization.
Quinn et al. (2011) also used the following terms for each of the four quadrants:
1. Collaborate, - extent to which focus is on (or people do) work together in the organization
2. Create, - focus on innovation
3. Compete, - focus on competing with other companies in field
4. Control. - focus on controlling the company in terms of planning and goals.
The first two structures are internal; the second two are external.
I plan to use these categorizations in the following interview in order to simplify the interview.
The Interview
I interviewed a manager of a small company. Although small, he started it himself and has successfully run it for more than 30 years building it up from himself and an assistant to a total of 15 workers. He has also divided his plant in two: one that focuses on routine vehicle repairs such as computer analysis, brakes, oil changes, radiators, tires (including sales), 24-hour towing, tune-ups, and wheel alignment (and so forth). The other that offers mechanical repair and is a body and paint shop
I used the 4 quadrants of Collaborate, Create, Compete, and Control to guide the open-structured interview as well as the two overarching...
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