Competing Values Software 2

The Competing Values Framework emerged from a series of empirical studies on the notion of organizational effectiveness (Quinn & Rohrbaugh, 1983). These efforts were an attempt to make sense of effectiveness criteria. Quinn and Rohrbaugh (1983) discovered two dimensions of effectiveness. The first dimension is related to organizational focus, from an internal emphasis on people in the organization to an external focus of the organization itself. The second dimension represents the contrast between stability and control and flexibility and change. The Competing Values Framework received its name because the criteria within the four models seem at first to carry conflicting messages. We want our organizations to be adaptable and flexible, but we also want them to be stable and controlled. While the models seem to be four entirely different perspectives or domains, they can be viewed as closely related and interwoven. They are four subdomains of a larger construct: organizational and managerial effectiveness. The four models in the framework represent the unseen values over which people, programs, policies, and organizations live and die. SCOPE AND APPLICATION: The competing value framework can be used in organizational context. It can be used as a strategic tool to develop supervision and management programs. It can also be used to help organizations diagnose their existing and desired cultures. Furthermore, it can be seen a tool to examine organizational gaps. Another function might be to use it as a teaching tool for practicing managers or to help interpret and understand various organizational functions and processes. Another application is to help organizational members better understand the similarities and differences of managerial leadership roles. EXAMPLE: A study on Ohio State University was conducted to analyze the dominant culture. Here the dominant culture, current and preferred were described and the strength of the culture. Furth