Competing Values Framework tes Research Paper Example | Topics and Well Written Essays - 1250 words

Competing Values Framework tes - Research Paper Example 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 c ontrol 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 c ohesion 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 reso urces 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 organizati