This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (Competing Values Framework) is a 21-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
The Competing Values Framework, developed by Robert Quinn and Jon Rohrbaugh, is a theory that was developed initially from research done on the major indicators of effective organizational performance.
Based on statistical analyses of a comprehensive list of effectiveness indicators, Quinn and Rohrbaugh discovered 2 major dimensions underlying conceptions of effectiveness, focused on:
1. Organizational focus
2. Organizational preference for structure
Together, the 2 dimensions form 4 quadrants, with each quadrant unique and defining sets of values and implications.
This model has been found useful for organizing and understanding a variety of organizational and individual topics, e.g. leadership competencies, organizational culture, organizational design.
This framework can also be used as a model for leadership management.
The Competing Values Framework is not just a theoretical model; it's a practical tool for dissecting and enhancing organizational effectiveness. The framework divides organizational effectiveness into four quadrants: Human Relations, Open Systems, Internal Process, and Rational Goal models. Each quadrant emphasizes different values and assumptions, providing a comprehensive view of organizational dynamics. This segmentation allows leaders to identify and leverage specific competencies and behaviors that align with their strategic objectives.
The Human Relations Model, for instance, focuses on internal flexibility and emphasizes cohesion, morale, and human resource development. Techniques like teamwork, collaboration, and talent management are highlighted as critical components. On the other hand, the Open Systems Model stresses external flexibility, prioritizing innovation, vision, and agility. Leaders in this quadrant are often seen as visionaries and entrepreneurs, driving constant change and transformation.
The Internal Process Model and Rational Goal Model emphasize control, both internally and externally. The Internal Process Model focuses on efficiency, stability, and control through structured processes and quality enhancement. The Rational Goal Model, however, targets goal achievement and profitability, with leaders acting as hard-driving competitors. This dual focus on flexibility and control across internal and external dimensions makes the Competing Values Framework a versatile tool for leadership development and organizational analysis.
This PPT slide presents an overview of the Open Systems Model, which is positioned in the top-right quadrant of a broader framework. This model is characterized by its emphasis on flexibility and external focus, suggesting that organizations operating within this paradigm prioritize adaptability and responsiveness to external environments. The content indicates that the model is geared towards readiness, growth, resource acquisition, and external support, which are critical for organizations aiming to thrive in dynamic markets.
Key components of the model include the culture type, which is identified as "Adhocracy." This suggests a preference for a culture that fosters innovation and creativity, aligning with the model's overall focus. The orientation is defined as "Create," indicating a proactive approach to generating new ideas and solutions. The leader types associated with this model are categorized as Innovator, Entrepreneur, and Visionary, highlighting the importance of leadership that drives change and inspires innovation.
Value drivers listed include Innovative Outputs, Transformation, and Agility, which are essential for organizations seeking to maintain a competitive edge through constant evolution. The theory of effectiveness emphasizes that innovativeness, vision, and the ability to embrace constant change are fundamental to achieving organizational effectiveness. This slide serves as a concise summary for executives considering the implementation of the Open Systems Model, offering insights into its cultural and operational implications.
This PPT slide presents the Rational Goal Model, situated in the bottom-left quadrant of a larger framework. This model emphasizes the importance of control and an external focus in organizational strategy. It highlights key aspects such as planning, goal setting, productivity, and efficiency as essential components of effectiveness. The text suggests that the model prioritizes tools and techniques that enhance competitiveness, quick response times, decisiveness, and the ability to overcome barriers to achieve goals.
The slide categorizes the culture type as "Market," indicating a strong orientation towards competing in the marketplace. This suggests that organizations adopting this model are likely to prioritize market share and profitability. The orientation labeled "Compete" reinforces this focus, indicating a drive to outperform rivals and capture a larger segment of the market.
Under the "Leader Type" section, 3 descriptors—Hard-driver, Competitor, and Producer—are listed. These terms suggest that leaders in this model are assertive and results-oriented, likely pushing their teams to achieve aggressive targets. The "Value Drivers" section further emphasizes this focus by identifying market share, goal achievement, and profitability as primary metrics of success.
Finally, the "Theory of Effectiveness" posits that a strong emphasis on aggressive competition and customer focus leads to organizational effectiveness. This suggests that companies embracing the Rational Goal Model should align their strategies with these principles to drive performance and achieve their objectives.
This PPT slide presents a visual representation of the Competing Values Framework, specifically focusing on eight distinct leadership roles. These roles are categorized within a two-by-two matrix that highlights internal versus external orientations and flexible versus controlled approaches.
The 4 quadrants of the matrix are labeled according to their primary focus: the Human Relations Model, the Internal Process Model, the Rational Goal Model, and the Open System Model. Each quadrant contains 2 leadership roles that align with the respective model's characteristics. For instance, the top left quadrant, associated with the Human Relations Model, includes the Mentor and Facilitator roles, emphasizing interpersonal relationships and team dynamics.
Conversely, the Rational Goal Model, located in the bottom right quadrant, features the Director and Producer roles, which focus on achieving results and efficiency. The external orientation is represented in the top right quadrant with the Innovator and Broker roles, highlighting the importance of adaptability and external engagement. The Monitor and Coordinator roles in the bottom left quadrant reflect a more structured and process-oriented approach.
This framework serves as a guide for organizations to identify and develop the necessary leadership competencies that align with their strategic objectives. By understanding these roles, executives can better assess their leadership teams and ensure they possess a balanced skill set that meets both internal and external demands. The visual aids in quickly grasping the relationships between different leadership styles and their respective contributions to organizational effectiveness.
This PPT slide presents the Human Relations Model, which is positioned in the top-left quadrant of a broader framework. This model prioritizes flexibility and an internal focus, emphasizing the importance of cohesion, morale, and human resource development as key indicators of effectiveness. It suggests that organizations should cultivate a supportive environment that fosters teamwork, collaboration, and talent management.
The Culture Type is identified as "CLAN," which implies a strong emphasis on family-like relationships within the organization. This suggests that organizations adopting this model value loyalty and a sense of belonging among employees. The Orientation is labeled "COLLABORATE," reinforcing the idea that teamwork and collective effort are crucial for achieving organizational goals.
The slide outlines 3 Leader Types: Facilitator, Mentor, and Teambuilder. These roles highlight the need for leaders who can nurture relationships and empower team members. This approach indicates that effective leadership in this model is less about authority and more about enabling others to succeed.
Value Drivers are specified as Commitment, Communication, and Development. These drivers suggest that organizations should focus on building strong relationships and open lines of communication to foster a culture of continuous improvement and engagement.
Lastly, the Theory of Effectiveness states that human development and high commitment lead to effectiveness. This underscores the notion that investing in people and fostering a committed workforce can significantly enhance organizational performance. Overall, the Human Relations Model advocates for a people-centric approach that can drive success through strong interpersonal relationships and a collaborative culture.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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