How to Become a Master Manager
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:
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: