Quinn Four Quadrants of Competing Values Framework Within Organisation – Authoritative Account of Management Practice in Organisation
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[pic 1][pic 2]Managing people ReportManagement 1Prepared for: Dr Keith TohABSTRACT This report focuses on Quinn four quadrants of competing values framework within organisation written based on management 1 course, literature review and manager interview experience. [pic 3][pic 4]Executive SummaryThe purpose of this business report is to provide an authoritative account of management practice in organisation, based on manager interview and literature reviews, which pulls upon the key management framework and relevant theoriesResult of this study demonstrates that interviewed manager with his extensive experience is capable to manage his team to meet their goal in organisation. This report emphasise how his practices cope or in contrast with the discussed theoryThe main limitation of this report includes the fact that there was only a single manager was being interviewed, in which every managers as human being has different management style, approach and traits, further complexity as organisation culture and policy is different from one to another.In conclusion, manager should be expert in all four quadrants of competing values framework to manager the employees well in order to increase performance in term effectiveness and efficiencyBased on this, it is recommended manager should interact with all stakeholders, customers, employees, senior level management and other divisions in two-way communication channel in order to foster collaboration and increase performanceTable of ContentExecutive Summary 1 Introduction 1.1 Aim 1.2 Limitation 2 Methodology 2.1 Interview 2.2 Theories 3 Analysis Factors 3.1 Internal Process Model 3.1.1 Employee Behaviour 3.1.2 Gain control and trust over employees 3.1.3 Initiative to solve problem 3.1.4 Evaluation Analysis of Internal Process Model 3.2 Human Relations Model 3.2.1 Gender difference 3.2.2 Gender mainstreaming
3.2.3 Effective communication skills for diverse personalities and characteristics 3.2.4 Evaluation Analysis of Human Relations Model 3.3 Rational Goal Model 3.3.1 Sales Target 3.3.2 Failure to achieve target 3.3.3 Selection Process 3.3.4 Evaluation Analysis of Rational Goal Model 3.4 Open System Model 3.4.1 Communicate changes 3.4.2 Use of power and influence to initiate sustain change 3.4.3 Manager use routine and habit to initiate creative and innovation 3.4.4 Evaluation Analysis of Open System Model 4 Critique of Theories 5 Conclusion 6 Recommendation 7 Reference List 8 Appendices 8.1 Appendix A: Interview Record 8.2 Appendix B: Equity of Contribution Policy List of FigureFigure 4.1 Effective Management IntroductionAimThe aim of this report is to provide an authoritative account of management practice in organisation, which pulls upon the key management framework and relevant theories. As part of the report findings, an interview with a manager has been carried out and further analysed to give insight on how management framework and theories work in real organisation life. The discussion includes similarities and contrast of the written management theories and framework to the interviewed management style in practice. Limitation The main limitation of this report is the reliance on a single manager, where every manager has different management style, approach and traits, further complexity as organisation culture and policy is different from one to another.This research analyses management style in accordance to Australian and western business environment in where this might be differ from other regions as every place has a different business culture and business ethics. Henceforth, there is no one solution fits all as the way to do things vary from one to another.