Competing value frame works involves bringing together values in an organization so that growth in the organization can be realized (Shaw, 45). This framework is applied at different levels. The framework can be used in leadership of the organization, selecting of the employees, motivating the employees and even facilitating innovation within the organization. Competing value framework involves the co ordination of the values in the organization that conflict with one another to achieve the organizational goals.
There are various advantages associated with competing value framework. One of the advantages of the competing value framework is that it facilitates expansion of the businesses. An organization that applies the framework has visions that it always aims at achieving (Allan, 123). The framework facilitates setting of goals that are aimed at creating value to the organization. The businesses always have a culture of working hard to achieve the set objectives. In addition, the businesses usually collect and analyses information from the market so that they can identify new markets that can be served. As a result, the sales of the organization increase hence profits.
The framework also encourages innovation in the organization. By use of the framework, organizations employ highly qualified employees with the necessary skills. These employees are motivated by the management and this motivates the employees to be innovative in their activities facilitating efficiency (Allan, 150). Efficiency plays a role in reducing the costs of the organization. Generally, the good management and the qualified employees facilitates by the application of the conceptual value framework leads to efficiency.
The framework also ensures that there is quality of goods and services produced by the organization. The qualified employees, motivation and good management ensures satisfied customers hence continued purchase from the organization. As a result, the business is likely to be successful in the market.
There are challenges that are expected in the application of competing value framework. One of the challenges is that it is difficult to develop a common culture in the working environment. The culture that exists in a business environment is difficult to change (Allan, 89). This is because the workers in a business come from different societies with different culture. Therefore co coordinating these people is very difficult. It requires close supervision to ensure that there is proper communication hence the employees can create value to the business.
The other challenge is that the application is expensive to apply. The motivation of employees, employing qualified employees and proper management requires greater expenditure and this is a cost to the business (Allan, 143). This means that the business can be less competitive in the market due to the high costs that are incurred by the business as compared to other businesses.
Effective managers are the people who are able to plan and implement their plans correctly. They have all the necessary information about the projects they manage and they act as if they are the owners of the projects (Shaw, 78). They therefore show a good example to the other employees. They do not only supervise the employees but they play part in the implementation of the plans. Effective managers are able to achieve their plans within the set budget and time. These features distinguish effective from non effective managers.
A real life example is the managers who always report to work very early at work and start the projects’ activities. I try to arrive earlier than one of my managers but every time I arrived at work, I would find him already in office. In this case, the manager is leading the employees by acting as an example. Such a manager can be said to be effective.
Work cited
Belasen, Alan T. Leading the Learning Organization: Communication and Competencies for Managing Change. Albany: State University of New York Press, 2000.
Shaw, Douglas G. Performance Measurement, Management, and Appraisal Sourcebook. Amherst, Mass: Human Resource Development Press, 1995. Print.
