CVM and Managerial Leadership Samples †MyAssignmenthelp.com

Question: Discuss about the CVM and Managerial Leadership. Answer: Introduction The competing value framework is an effective tool utilised by the organisations for determining the efficiency of the overall organisation and efficiency of the individual involved. This according to Quinn et al., (2007) was initially developed for understanding the performance of the organisation. The tool has utility for understanding various organisational and individual phenomenons like theory of effectiveness, organisational culture, competencies of leadership, organisational design, organisational quality, stages of life cycle development, organisational design, financial strategy, leadership role, brain function, and information processing. Managerial leadership on the other hand is an integral part of organisational management. Organisationalmanagement is the combined process of planning, organising, leading and controlling the resources held by the organisation with the aim of gaining productivity to attain the objectives. Hence, the managers are empowered with a vast range of responsibilities to fulfil the business needs. The responsibilities of the manager exceed beyond planning or risk assessing and include giving direction to the workforce towards the aim of the organisation. This requires the managers to develop various kinds of leadership style for addressing various workplace situations. This report will focus on identifying the importance of competing value framework in the organisation with particular focus on the managerial leadership. Competing Value Framework The determination of the organisational efficiency that is identified using competing value framework is calculated under two major dimensions that are organisational focus and organisational preference for structure. Efficiency of the organisation under each dimension is determined between two extents under each dimension. The organisational focus incorporates internal emphasis and external emphasis. Internal emphasis speaks for the well-being and development of the individual stakeholders within the organisation; whereas, the external emphasis focuses on the well-being and development of the organisation itself. The preferred structure on contrary focuses on the two contrasting end, which are flexibility and control or stability (Quinn et al., 2007). This forms fur quadrants of the model that helps determining the state of the organisation. It is important for an organisation to be flexible for adapting rapid change in the society in the competitive market. However, it is also impo rtant formanagement to have significant control over the business process, which creates a paradox condition in the organisations. Four majormanagement models such as human relation model, open system model, rational goal model and internal process model again represent each of the quadrants. The first model lies between the flexibility and internal emphasis and strains on the morale, cohesion, and human resource development within the organisation. The open system model on the other hand stands between flexibility and external forces. This focuses on the external factors that are growth, readiness, resource acquisition and external import with more flexible approach. The rational goal model as identified by Lavine (2014), focuses on the external factors of the organisation with a more controlled approach. This requires the managers in formulating plan, setting goal, and increasing productivity and efficiency in order to increase the affectivity. Lastly, the internal process model as mentioned by Ferreira (2014) represents the internal factors with greater control. This is helps in communication, information man agement, stability and control. Managerial leadership Leaders and managers are broadly segregated from each other and they are defined separately due to their role and approach taken. The responsibilities of a managers lies with controlling, directing and managing the activities in the organisation that helps to achieve specific goals of the organisation. The roles played by the leaders are more inspirational that helps in motivating the subordinates and guide them throughout the work. The contemporary trend and situations in the market make it more necessary for the managers to incorporate leadership approach in order to attain the goal of the organisation. Managerial leadership, as defined by Galvin et al., (2014) is the combination of both that enables the manager to reshuffle their roles depending on the demand of the situation. It is important for the managerial leaders to develop flexibility, humble and down-to-earth approach as leadership may involve incorporation of culture, belief and ethics. The leaders should value subordinat es opinions and belief to develop a healthy managerial relationship in the workplace. Disrespecting others values and culture can lead to conflict in workplace. Managerial leaders can adopt any of the available styles of leadership as per the requirement of the situation. Importance of Competing Value Model in Managerial Leadership The competing value model has its usefulness and can be implemented in various grounds in an organisational context. One of the major areas of implementation of CVM framework for both identification of the efficiency and development of the process is the managerial leadership roles. This further helps in developing better understanding similarities and differences of the leadership applicability in various grounds. Galvin et al., (2014) in his study described eight different categories of roles. The criterion of an effective leader is to develop the ability in playing these multiple and competing leadership roles. Interpretation of CVM for Managerial Leadership As described earlier, the CVM framework has two major dimensions that are organisational focus and organisational preference for structure. This can be implemented in case of managerial leadership, which can further be studied in accordance of the four quadrants mentioned. As communicated by Melo, Silva and Parreira (2014) the four quadrants or model of CVM represents eight leadership roles. This helps the managers under any organisations to efficiently handling the uncertainty, disruption and competing demands. The human relationship model as communicated by Melo, Silva and Parreira (2014) seeks the managers to take a more flexible approach and work as an empathic mentor and process focused facilitator. This helps the managers in keeping the employees motivated all time for gaining greater performance. The leadership approach here requires encouraging the employees for collective efforts, promoting cohesion and teaming work, and managing conflicts. This requires managers to develop communication among the team members for avoiding undesired circumstances. Communication of the vision and mission with the employees helps aligning their focus towards productivity (Purce, 2014). This also helps in encouraging them. The motivation on the other hand helps the managers in developing team and managing possible conflict that might occur in the workplace. This requires the manager in adopting the transformational leadership that allows him or her attain success through greater communication and inspi ring ability. Open system model on the other hand focuses on innovation and negotiate the approach of the managerial leaders. The leaders in this case have to address the innovation in respect to market demand for avoiding the downfall of the organisation. Innovation of the products is of optimum priority of comparative market settings that requires the managers to appreciate change in the market as well as modifying the business process accordingly to the change for gaining competitive advantage (Sapra, Subramanian Subramanian, 2014). Various case exists in that can be referred as the strategic leadership failure due to the lack of adaptability of the managers to the upcoming change in the market trend. The leaders that ultimately led the company can consider Nokia and Blackberry case as one of the cases of adaptability failure by the management. The key processes of the bringing change in the organisation are problem-solving, adaptation, innovation and change management. The external resource m anagement and sustaining legitimacy on the other hand is another responsibility that helps the organisation to hold competitive advantage. This further requires the communication skill for effective negotiation and value proposition in the market. The leader under the rational goal model plays the role of producer and director for determining the productivity and profit of the organisation. This is known as the organisation for both identifying risk and implementing strategy. This strategic management involves the leaders in risk assessment, market analysis and strategic planning for avoiding the undesired circumstances that may lead to the strategic failure. (Melo, Silva Parreira, 2014) Failure of the appropriate strategic planning for both external and internal process in directing towards the organisational goal attainment leads to the business failure. The producers, on the other hand, are responsible for task planning. This is similar to the overall strategic planning, which requires focusing on the risk assessment for identifying the potential threat of a particular task, and planning accordingly to hold high productivity of the team. Leaders in the internal process model lastly require the managers to monitor and coordinate the employees for tracking and increasing the productivity. Monitoring includes the review of performance matrix for understanding organisational efficiency (Krishnaiah et al., 2014). This further includes the concept of communication for transferring the results that in turn fulfils the need of motivation in the organisation for gaining greater productivity. Conclusion It is possible to conclude from the above discussion that managerial leadership is of critical importance in determining the organisational efficiency. The contemporary competitive market scenario makes it necessary for the managers to reflect efficient leadership approach in various aspect of the business process. Competing Value Model is an effective tool in identifying the effectiveness of an organisation, which can be used identifying the compatibility of managerial leadership in an organisation. The above study reflects that various quadrants of the CVM framework successfully communicate numerous roles of the managerial leaders in handling different aspects of the business operations, which ensures the success of the organisation. However, failure in adopting proper managerial leadership approach can result into strategic failure that ultimately reduces the productivity of the organisation. The leaders need to address necessary management theories gaining success in the operatio ns. References Ferreira, A. I. (2014). Competing Values Framework and its impact on the intellectual capital dimensions: evidence from different Portuguese organizational sectors.Knowledge Management Research Practice,12(1), 86-96. Galvin, T., Gibbs, M., Sullivan, J., Williams, C. (2014). Leadership competencies of project managers: An empirical study of emotional, intellectual, and managerial dimensions.Journal of Economic Development, Management, IT, Finance, and Marketing,6(1), 35. Krishnaiah, Y. S., Xu, X., Rahman, Z., Yang, Y., Katragadda, U., Lionberger, R., ... Khan, M. A. (2014). Development of performance matrix for generic product equivalence of acyclovir topical creams.International journal of pharmaceutics,475(1-2), 110-122. Lavine, M. (2014). Paradoxical leadership and the competing values framework.The Journal of Applied Behavioral Science,50(2), 189-205. Melo, R. C., Silva, M. J., Parreira, P. (2014). Effective leadership: competing values framework.Procedia Technology,16, 921-928. Purce, J. (2014). The impact of corporate strategy on human resource management.New Perspectives on Human Resource Management (Routledge Revivals),67. Quinn, R. E., Faerman, S. R., Thompson, M. P., Clair, L. S. S. (2007).Becoming a master manager: A competing values approach. John Wiley Sons Inc. Sapra, H., Subramanian, A., Subramanian, K. V. (2014). Corporate governance and innovation: Theory and evidence.Journal of Financial and Quantitative Analysis,49(4), 957-1003.