How to Become a Master Manager

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How to become a Master Manager
How to become a Master Manager? This is a question all managers are seeking the answer to and the studies have shown that managers have several tools to use in order to achieve the highest level of effectiveness in their work. A classification of how managers can grow as individuals and at the same time grow the organization in which they are activating is the Competing Values Framework. In the following pages we will discuss three different situations in which managers might find themselves and how, by acting accordingly, they can overcome the difficulties and master the art of management.

“To build a great kingdom, you must first tend to your own state; To build a great state, you must first tend to your own family; To build a great family, you must first cultivate yourself; To cultivate yourself, you need to dedicate yourself to learning.”

Confucius, 5th century B.C.
The article How the Competing Values Framework Can Help
Organizations Improve Global Strategic Performance1 enables
us to have a first view over the Competing Values Framework, and to have a better understanding on how managers can use
this framework.
The four quadrants as they are stated in the article are shown in the figure on the right and explained below.
The four quadrants: Clan, Adhocracy, Hierarchy and Market,
are derived from the two dimensions as they are shown above. Flexibility and Discretion opposed to Stability and Control and Internal Focus and Integration opposed to External Focus and Differentiation.

Clan culture:
An extended family. Common values are emphasizing teamwork and participation, and is held together by loyalty and tradition. Managers are as mentors or parents, they need to empower employees and facilitate them to do their job. Adhocracy culture:

Dynamic and entrepreneurial. Common values are flexibility, adaptability and innovation. Managers are expected to be risk oriented and visionary. Hierarchy culture:
Formalized and structured. Common values are efficiency, reliability and standardization. Managers need to be good organizers and coordinators and need to minimize the costs. Market culture:
Competitive and goal oriented. Common values are productivity, profitability and winning. Managers need to be hard driving, tough and demanding competitors.

1

Emerging Leadership Journeys, Vol. 3 Iss. 1, 2010, pp. 3-9

1

Cameron and Quinn (2006) listed six steps for initiating organizational culture change. These six steps are: (a) reaching consensus on the current culture, (b) reaching consensus on the desired future culture, (c) determining what the changes will and will not mean, (d) identifying illustrative stories, (e) developing a strategic action plan, and (f) developing an implementation plan.

Dealing with poor individual or team performance
It is important not to fall victim to one of the classic team dysfunctions, but still a very important one, the Lack of Performance. This problem must be dealt with, the earlier the better. If left alone, it will only fester, and keep on dragging the company down, causing greater damage to both the team, and the organization itself.

In order to deal with such a situation, and make tangible changes, it takes a master manager to lead and supervise the whole process. Effective managers need to embrace the apparently competing values associated with all four of the foundational management models. The Competing Values Framework (CVF) allows leaders to understand the background and thinking, which are the foundation of various management philosophies. The CVF integrates four values, acknowledges the tension between opposing values, and emphasizes the importance of each.

The first model we will be looking at when facing such a situation will be Rational Goal model when dealing with a Market Culture. Sometimes it is better to focus on maintaining objectivity, gathering and analyzing data and carefully monitoring the progress, to create...
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