Management Models

Assessment Task One | Understanding the First Five Topics Competing Values Framework & The 4+2 Formulae The Competing Values Framework and the 4+2 Formulae are models that represent the management research perspective of balancing outward and inward development, and how important the equilibrium of both areas is, in the success and continued success of a business. The Competing Values Framework has been developed over 100 years of theoretical management models, with with each era having developed its own theories and practices born out of the period’s socioeconomic conditions.

The Competing Values Framework is split into four main quadrants which re? ect the four main periods of prosperity and economic challenges. The quadrants re? ect the period’s dominant philosophy of management and represents the relationship within management, in regards to the degree of control and whether that control is projected internally or externally. In the extended research, the understanding of an inverse relationship of competing values has developed into an integrated management model. The inverse relationship between values represents the ‘push-and-pull’ of a successful management concept.

The balance of each idea or value keeps the entity open to development of new concepts but also retains the checks and balances and inward e? ciency. The CVF represent a dichotomy of management values that in equilibrium are highly e? ective. In contrast to the Competing Values Framework the 4+2 Formulae was developed though the study of 160 companies over a 10 year period working with 50 academics and consultants with well recognised research tools. Their study of these companies was to determine what made them successful or what made them fail.

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The research into these companies was retroactive, starting starting in 1986 and selecting a variety of businesses with similar scale, scope and ? nancial means. The 4+2 formulae is a structured two tiered model, with the main principles of business; Strategy, Execution, Culture and Structure and the selection of two secondary business practises; Talent, Innovation, Leadership and Mergers & Partnerships. The 4+2 Formulae is a representation of the best practices of a successful business, it outlines the core components and practices these companies developed to become successful.

This is formulae representation of a ‘recipe for success’. The formulae expresses that concept of the four main core values of a business and integration of a pair of focused expansion concepts into which new prospects can be developed. The di? erence between the research of the Competing Values Framework and the 4+2 Formulae is shown in how di? erent the concepts are. The CVF is a consolidation of four management models built over the last century and expresses the careful balance in values that lead to success.

The concept of this framework is to express the sensitivity of a business in the amount of control applied and the balance of further growth with management of e? ciency. The research of the CVF also focused on the models of management and the theoretical concepts of each era, developing and contrasting each theory with the next to develop a diverse understanding of the paradigms in which management is based. In contrast to the 4+2 formulae which focuses on the growth or recession of a business though it core business practices and varying practices in growth.

The 4+2 formulae is structured to be set of core values with an integration of two secondary business practices primarily focused on growth. The research into the companies showed that the each successful company excelled at the four core practises and incorporated any two of the secondary. In summary the research of each model di? ers in that one focuses on model and theorem based argument (the ideas and concepts of business) and the other focuses on the execution of core values and the incorporation of secondary growth orientated practices (the application of ideas). Although these models are di? rent in the way they express the concept of success the main core values of both are very similar. For example; the 4+2 formulae calls for the exemplarily execution of Strategy, Execution, Culture & Structure, these fall into the main quadrants of the CVF and also inversely linked to each other exhibiting the relationship between each. Strategy, re? ects the Rational Goal model of direction and clarity, the roadmap. Execution, re? ects the Open systems model of growth, innovations and adaptation. Culture is core of the Human Relations model, it represents the embodiment of people and the empowering of sta?.

Structure re? ects the Internal Process, of control, the checks and balances, the re? nement of e? ciency. The similarities of the Competing Values Framework and the 4+2 Formulae is not surprising, they both come from the study of business values. The comparisons of the core values in the 4+2 formulae and the CVF show how closely related they are. The 4+2 formulae is a study of business practices and contrasting that to the CVF which is a study of business models throughout the last century, we can see that the models are sound being proven in theory and practice.

The CVF a theoretically based model and the 4+2 a practice based model have overlapping values, making it a very sound model, as the theory is proofed by the practice. What makes these concept more concrete is the study of business in practice in a current economic period and applying a historic study of theories to that study, showing major similarities in those core values. This would substantiate soundness of both the Competing Values Framework and the 4+2 Formulae. The Compering Values Framework gives us the tools to develop and check our progress.

It is a compass in giving us the direction required, while the 4+2 formulae is the roadmap, its structure allows us to progress through each stage and ? nd new avenues for growth and innovation. Using the CVF we can always check our performance and rede? ne our direction. Personal & Professional Leadership : Exploring informative detail & Key Concepts The comprehensive model of leadership expressed in ‘The importance of personal and professional leadership’ (Mastrangelo. A. Eddy, e. and Lorenzet, S. 2004), outline the e? ectiveness of a leader at an organisational level through the understanding of parallel leadership practices.

Professional leadership and Personal leadership qualities run parallel to each other and both support and enhance the others ability to in? uence and cultivate willing cooperators. The article motif shows that leadership behaviour and actions are important in determining the e? ectiveness of the leader, and that a successful leader must be concerned with both task and peoplerelated issues. Professional and Personal leadership in the model is expressed as a integrated practice, as each component lends itself to the other; such ideas are expressed in the articles ‘The Theory of the Business’ (Drucker, P. 994) & ‘Trends that could shake up your business’ (Ofek, E. and Wathieu,L. 2010) . These articles express how e? ective leaders in? uence individuals to work cohesively towards organisational success. Leadership is as much about in? uencing others with a comprehensive understanding of business and business direction as well as in? uencing them though interpersonal relationships. Both articles place leaders in a position where knowledge of business practices, having a perspective and vision for organisational success, and growth are important in an individual’s perception of trust in a leader’s expertise.

Individuals will more likely trust a leader who has the expertise, the insight and vision of growing and developing the organisation. Trusted leaders should have a more expansive way of thinking to engender changes within the organisation and the marketplace. The main concept of these two articles express that a leader requires the ability to have forethought and the ability to adapt to di? erent situations. Professional leadership requires leaders to be clear on direction, be able to develop strategies to follow and coordinate the uni? d energies of individuals toward organisational success. Followers require this foundation of expertise as re? ected by; Professional leadership is an essential step in the leadership process. It provides a foundation that leads to willing cooperation. ( Mastrangelo. A. Eddy, e. and Lorenzet, S. 2004, page 446) Druker, Ofek and Wathieu also hint that the e? ectiveness of these leaders are interrelated to the perception of the leader as a knowledgable and trustworthy person. Therefore the Professional leadership quality is symbiotic with the perception of the leader, which is also re? cted in our model: When an organisation has created a direction that promotes both individual and organisational success, values continuous improvement, makes it clear to employees their role is in helping achieve organisational success... will likely lead to perceptions of expertise, trust, caring, sharing & morality. - (Mastrangelo. A. Eddy, e. and Lorenzet, S. 2004, page442) This gives a more informative depth to the model, as we can see how interactions of the personal side of leadership can a? ect the e? ectiveness of leaders. Personal leadership is an important re? ction of the person who is leading, ‘Discovering Your Authentic Leadership’ (George, B. Sims, P. McLean, A. and Mayer, D. 2007. ) details how the personal narrative can feed how genuine a leader is perceived. The story of David Pottruck former CEO of Charles Schwab shows us that one sided use of professional leadership is ine? ective. David saw his hard work and long hours as a positive way to ensure success and achieve results, however this only intimidated his colleges and lead to a mistrust between himself and his followers. In this instance a leader who did not realise his e? ct on his followers or chose to ignore them was in the end ine? ective at leading. His pursuit of results and success alienated him from others and created an environment devoid of willing cooperation. In ‘Why should Anybody Be Lead By You? ’ (Go? ee, R. and Jones, G. 2000) the article asks why as a leader, do you have the privilege of leading? The article questions why and how a leader is successful and expresses that there are four qualities that successful leaders possess. This article’s concept re? ects trait theory to an extent, the article points out key traits that all successful leaders possess have but also speci? d that each quality is di? erent from one leader to the next. Go? ee and Jones argue that leaders need to bridge the gap between professional leader to personal leader. The article argues that the nature of using only professional leadership will lead to a perception of a ? awlessness, a leader who is ? awless in work would not need help or want it, thus alienating him from a cooperative environment. The article suggests that leaders bridge the gap, by selectively revealing ? aws, ‘Sharing imperfection is so e? ective because it underscores a human being’s authenticity’- (Go? e, R. and Jones, G. 2000, page 65). Showing your follower that you are genuine and approachable - human and humane’ - (Go? ee, R. and Jones, G. 2000, page 66). These ideas of allowing your followers to see a chip in your armour shows that you are willing to take one for your team and are as just as human as they are, building trust between you and others. These ideas are echoed in our model; Organisational members must have con? dence in the expertise of their leaders , and must trust that the leaders are doing what is best for everyone. - (Mastrangelo. A. Eddy, e. and Lorenzet, S. 004, p441) The willingness to rely on another” has also been found to be an important factor in establishing trust (rousseau et al, 1998). Trust in this perspective has as its basis reliability, which is enhanced consistency and predictability. (Cook & Campbell, 1979; Deming, 1982; Kerlinger, 1986) Personal leadership incorporates the sharing nature of humility and the ability for individuals to care for each other. Becoming a more genuine leader allow for greater interaction between leader and follower, creating a support team which allows them to keep you on track.

Selectively admitting faults and limitations on knowledge and experiences would only enhance a leaders humility. As seen from; Researchers have have suggested that leaders should move beyond the hero myth or “great man” perspective on leadership(Murrell,1997), show their humanness by being open about their limitations in knowledge and experience(Weick,2001), and focus more on how followers in? uence the process of leadership(Uhl-Bien,2006). - (Owens, B. & Hekman, D. 2012, ‘Modeling how to grow: an inductive examination of humble leader behaviors, contingencies, and outcomes’ Academy of Management Journal, 2012, Vol. 5, No. 4, 787-818) Ideas from the ? ve main articles elaborate on the e? ectiveness of a leader though the incorporation of personal characteristics of the leader. Each article has its own way of developing the concept that professional leaders are e? ective only when they are perceived as good leaders in their own right. Trust, care, sharing and morals are valued highly by individuals who follow these leaders and are developed through personal leadership qualities. The foundation for leadership is the understanding of business practices (professional leadership) develop the foundations of personal leadership around it.

Becoming a successful leader calls for a more developed and in depth practice in personal leadership. George et al, calls for the use of personal narrative to enrich the values and become a more authentic leader, authentic in a sense that the leader believes in what he/she is doing. Authenticity relies on the leader being passionate about what they do and in e? ect caring about it. Go? ee et al. & Owens et al argue that the admission of faults and limitations in ability when selectively done will bene? t a leader in that becoming more genuine.

A leader who is able to admit faults shows that they are able to be empathetic and fosters a sharing informative environment. These ideas are all matched in our model by Mastrangelo et al. though three theorems: 1. Professional Leadership (providing direction, process and co-ordination will be positively related to willing cooperation 2. Personal leadership (ie. demonstrating expertise, trust, caring, sharing and morals) will be positively related to willing cooperation. 3. Personal Leadership will mediate the relationship between professional leadership and willing cooperation.

Mastrangelo et al. expresses that these three concepts lead towards willing cooperation and are explored in depth when you layer the other 5 articles. Firstly as outlined, the professional leadership provides the direction, process and coordination, the basis of business practice, which is echoed by Drucker in ‘The Theory of Business’ and by Ofek & Wathieu in ‘Trends that could shake up your Business’. These articles concentrated on the professional leadership skills of being able to provide direction for the organisation, but also outline the importance that each individual understands as well.

The articles give detail on how leaders must be able to make others understand and also be able to think outside the box, to have a way of forward thinking. Secondly, Personal leadership requires the demonstration values of the person. The foundation of professional practice where the expertise is expressed if followed by the understanding and comprehension of the follower, and their acceptance and trust leader’s expertise. The development of further values goes on to build this trust. As George et al. , Go? ee et al. and Owens et al. examines, the development in the character, the authenticity of a leader is the expression of their personal values and to show that they are also human. The idea to let go of the heroic leader perspective and adopt a more humble approach, to allow your followers to connect on an interpersonal level. The development of a fostering relationship that allows though the understanding of individuals, to care for each other to understand that each person has their own faults and short comings, developing a larger and more complex investment in their leader.

Thirdly, the quality of the personal leadership will mediate the e? ectiveness of the professional. As individuals develop a more complete and authentic perspective of a leader the e? ectiveness of professional leadership will progress. As leaders become more aware of both their own and followers strengths and weaknesses their development into becoming a more e? ective continues to grow. When they reinvest what their followers have invested in them, they start to empower others to lead.

They not only inspire those around them , they empower those individuals to step up and lead. - (George, B. Sims, P. McLean, A. and Mayer, D. 2007). The degree in which e? ectiveness is measured is by the depth and willingness of others to help and follow a leader, based on their personal leadership. These articles give a detailed view of the model, as its expresses both real world and theoretical concepts that both elaborate and embellish Mastrangelo et al. focus on the importance of personal and professional leadership.

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