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CVM and Managerial Leadership

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Added on  2020-05-16

CVM and Managerial Leadership

   Added on 2020-05-16

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Running head: CVM AND MANAGERIAL LEADERSHIPCVM and Managerial LeadershipName of the StudentName of UniversityAuthor’s Note
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1CVM AND MANAGERIAL LEADERSHIPExecutive SummaryThe role of the manager and leaders widely varies in actuality. However, the management incontemporary business scenario requires adopting leadership approach for successfullyaddressing various aspects of business operations. This study focuses on the identification ofcompeting value model and its efficiency in evaluating the business processes. The report alignsthe CVM with the managerial leadership for identifying its efficiency in handling variousbusiness processes. The results identified in the report communicates that various leadershipapproaches are efficient in conducting different business process. Moreover, the leaders need touse different management concept in order to gain success in the respective field for avoidingstrategic failure. Each of the quadrants of the CVM framework provides knowledge of thesemanagement concepts for better operating in the respect fields. The report further identifiesparticular management concepts and strategies required in each of the operations as identified inthe report. For example, the managerial leaders require the implementation of motivation forencouraging the employees in the workplace and development of communication strategy helpsin building efficient communication within the team.
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2CVM AND MANAGERIAL LEADERSHIPTable of ContentExecutive Summary.........................................................................................................................11. Introduction..................................................................................................................................32. Competing Value Framework......................................................................................................33. Managerial leadership..................................................................................................................54. Importance of Competing Value Model in Managerial Leadership............................................64.1 Interpretation of CVM for Managerial Leadership...................................................................65. Conclusion...................................................................................................................................9Reference.......................................................................................................................................10
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3CVM AND MANAGERIAL LEADERSHIP1. IntroductionThe competing value framework is an effective tool utilised by the organisations fordetermining 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 performanceof the organisation. The tool has utility for understanding various organisational and individualphenomenons like theory of effectiveness, organisational culture, competencies of leadership,organisational design, organisational quality, stages of life cycle development, organisationaldesign, financial strategy, leadership role, brain function, and information processing.Managerial leadership on the other hand is an integral part of organisational management.Organisational management is the combined process of planning, organising, leading andcontrolling the resources held by the organisation with the aim of gaining productivity to attainthe objectives. Hence, the managers are empowered with a vast range of responsibilities to fulfilthe business needs. The responsibilities of the manager exceed beyond planning or risk assessingand include giving direction to the workforce towards the aim of the organisation. This requiresthe managers to develop various kinds of leadership style for addressing various workplacesituations. This report will focus on identifying the importance of competing value framework inthe organisation with particular focus on the managerial leadership. 2. Competing Value FrameworkThe determination of the organisational efficiency that is identified using competingvalue framework is calculated under two major dimensions that are organisational focus andorganisational preference for structure. Efficiency of the organisation under each dimension isdetermined between two extents under each dimension. The organisational focus incorporatesinternal emphasis and external emphasis. Internal emphasis speaks for the well-being and
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