Criticizing the Competing Values
To become a Master Manager is building practical skills in every area of managerial competency. The skills needed are to thrive in the diverse situations and challenges of the new millennium.
The concept of mastery is depends on how the evolution of it exists. There is a part in a word mastery where a person is striving to answer many questions and revealing many deceptions that mask the truth in the field of his study. The word master also comprises the knowledge as if it is known the values of it by heart. There are many values that are thorough competitive in the field of his mastery.
Mastering one certain subject is depends on how the competing values that they interact. The organizations are dynamic and there are many things that are under the umbrella of the organizations.
A master broadly knew the process in how to criticize and create modules covering different leadership role, including being a director, producer, mentor, facilitator, coordinator, monitor, innovator, and broker. The master thoroughly updated to keep pace with today’s rapidly changing workplace that summarizes the eight interactive learning modules that already mentioned. The computing and telecommunications, and new material on emotional intelligence, critical thinking and life balance.
Models are created and formulate to have an organize flow of ideas and process with regards to the organizations form of management and way of handling personnel.
The Competing Values Framework Effectiveness
The Competing Values Model mapped in four directions. These four mapping is like the radar that determining where is north, west, east, and south. The four directions representing the Human Relations Model, Open Systems Model, Internal Process Model, and Relation Goal Model. The Competing Values is like a polar that has four point focuses. Inside the poles are hidden justifications of the competing values and enumerated according to the map that already enumerated.
The Human Relations Model is aiming toward the Human Commitment of the organization. Here implies the cohesion morale or the unity of the employees to achieve the organization’s goal. Next to it is the value of the human resources in terms of training. The organization sees to it that the employees are capable enough to make a substance and effort to achieve competency.
The Open Systems Model is aiming toward the expansion and adaptation of the company. The expansion can be in the means of making branches and the adaptation can be on the new kind of technological innovation or process. Inside the model is the Adaptability Readiness which determines the readiness of the whole organization to accept the introduction of the new process to adapt. Beside the adaptability is the Growth, Resource Acquisition, and External Support, which is done after the adaptation has been incurred. The growth is for the progress of the adopted process. To make it progressive, there are acquisitions of resources that needed and guidance got from the external support such as the one who first successfully applied the process.
The Rational Goal Model is focused in the maximization output. Under this model are the productivity efficiency and planning and goal setting. After making amends with the new process and the progress is visible, it basically tends to produce more than the usual. The efficiency noticed in the production will lead to establish a more ambitious goal. A good plan is part of it and setting a goal will create a big impact in the organization’s outlook.
The Internal Process Model has the duty toward the consolidation and its continuity. The acquired process should at least maintain and prolong its existence if it can’t make more advance than the first process. Inside the model are the stability control and information management and communication. The stability and control is for the process. As earlier, the stabilization of certain is important to tame success inside an organization. In accordance with that, the control should always stay in the organization because without the control, the production and as well as the process will be a waste. The information management and communication is usually intended inside the management department of the organization. But as far as the whole organization is concern, the information withheld is not fostering a progress. It sometimes happens when the management is going solo and communication is less used. Inside an organization or even in a simple family needs communication to strengthen their bonds.
To balance these all elements there are invisible factors that are intact in the framework. The four poles are aiming in different aspects such as maintenance of the Socio-technical system that had an internal focus for the organization; the Decentralization and differentiation that has a job for flexibility (in employees or by the nature of business); the Competitive position of the overall system that had an external focus e.g., sponsorships and advertisements; and the Centralization integration that had a power to control the organization or the process and production.
Usually, the models are not the manifestation of the real view inside the heart of the organization, but it is the reflection on how an “outsider’s” view. Models only illustrate the ongoing process and values of every interdependent yet beneficial part of an organization.
The competing value is a way on how the values or the ingredients form an alliance that is like a competition among them. All are just to create a great impact in the organization’s way of doing business.
Source:
Becoming a Master Manager: A Competing Values Approach (2006). Barnes & Noble [Online] Available at: www.bn.com [Accessed 11 Aug 2009].
Credit:ivythesis.typepad.com
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