Competing Values Framework Paper

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Companies must be able to evolve in order to be successful over time. Organizational change starts with individual members of management and requires not only an assessment of the company’s core values as it currently exists, but also a vision for the future. The purpose of this paper is to demonstrate an understanding of the Competing Values Framework while analyzing my results from the Management Skills Assessment Instrument (MSAI) and the potential implications of these results on my career.
The Competing Values Framework can be a valuable tool in completing an organizational assessment to better understand the existing and desired culture. The four categories of organizational values outlined in the Competing Values Framework include flexibility …show more content…

The management skills highlighted in the clan category are a best fit in a work environment that values flexibility and an internal focus. The management skills notable in the adhocracy category are a best fit in a work environment that values flexibility and an external focus. The third management skills category, Hierarchy, is most valuable in a work environment that most values internal focus as well as stability and control. The final management skill type, Market, is a best fit in an organization where external focus as well as stability and control are valued …show more content…

Areas measured include measurement of the person’s skills related to management of: teams, interpersonal relationships, the development of others, innovation, the future, continuous improvement, competitiveness, energizing employees, customer service, acculturation, control system and coordination (Cameron & Quinn, pp.120-121). If leadership within an organization do not have managerial skills that best support the new, envisioned culture of the company, then it is helpful to know this early on so that individuals lacking in these areas have an opportunity to grow in these areas (Cameron & Quinn, pp. 133-134). This not only benefits the organization but the manager as well. “For culture change to occur…the actions of managers must change (they must “walk the talk”)” (Cameron & Quinn, pp. 122). In some cases a person may choose not grow and evolve in order to help promote the cultural shift in the organization at which point, a decision must be made by either the individual or the organization regarding whether the person should continue in his role within the company as not “walking the talk” could prove detrimental to the entire culture of the

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