The Competing Values Framework

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THE COMPETING VALUES FRAMEWORK (CVF)
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Part A
The Competing Values Framework (CVF) is an essential element that is used in the assessment
of the effectiveness of a given organization. In a research conducted to assess the major
indicators of effective organizations, Quinn et al. (2011) point out that the CVF is a structure for
leadership and management competencies. They maintain that the idea of the CVF is based on a
paradoxical thinking. This element forces the management of an organization into considering
the competing organizational demands as well as tensions which they face in the day to day
organizational management.
Quinn et al. pointed out in their research that the conception of effectiveness is underlined by
two major dimensions; the dimension related to organizational focus and the dimension
differentiating organizational preference for structure. Together, these two dimensions lead to the
formation of four quadrants(Denison, et al. 2014, p.160). Each of the four quadrants is a
representation one of the four main models of the management and organizational theory. The
explanation of Quinn et al is illustrated in the CVF “spiderweb” in appendix A and B. The CVF
“spiderweb” shows the subdivision of the eight roles into four quadrants which are associated
with the four models.
The vertical axis of the CVF stresses on the control and flexibility aspect within an
organization(Grabowski, 2015, p.920). On the other hand, the horizontal axis stresses on the
external as well as the internal organizational environment. Comparing this CVF spiderweb with
the first one, it emerges that this spiderweb unlike my first one presents competencies which
appear to be more balanced within eight roles. In the CVF spiderweb shown in Appendix A and

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B, the significant changes in competence are indicated on the broker role. It is illustrated by an
increase from the initial 4.2 to 5.4. On the coordinator role, another essential change is brought
out illustrated by the fall from 5.4 at first to the 4.8. Nonetheless, there are minimal changes
occurring on the monitor role as well as on the director role as illustrated by 4.7 Vs 5.0 and 5.0
Vs 5.2 respectively between the first and the second spiderweb. On the other hand, looking at the
role of the producer and facilitator, it is discovered that the parameter remained the same
between the first and the second CVF spiderweb; 5.0 and 5.4 respectively as indicated in
Appendix C.
Reflective commentary
Having gone through the first CVF spiderweb and the second, I realize that there are significant
changes in the second CVF spierweb in relation to the first. Observing the changes makes me
realize that as a manager, I successfully accomplished the role of boosting organizational
adaptation thereby making the organization to be responsive and to sustain change caused by
external factors(Heritage, et al. 2014, p.92). This activity has equipped with the necessary skills
which I will use in my future management roles to change organizations and make it possible for
the organization to adapt to change brought about by the external environment.
Similarly, the exercise made me realize some of the weaknesses which might hinder my progress
as an organizational manager(Lavine, 2014, p.200). For instance, I realized that innovation is an
essential tool to organizational success and therefore, there is need for the management of an
organization to embrace innovation as this will help the organization handle challenges while at
the same time enable the organization to gain a competitive advantage in the competitive

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business environment. For example, having worked as an intern at McDonald, I realized that the
management emphasized on the flexibility of management skills by for instance, adjusting prices
of the food commodities depending on the urgency at which the commodity was consumed.
The manager could vary the price of burger; raising the price on days when the demand was high
and lowering the price on days when the demand was low(Lindquist & Marc, 2016, p.180).
Upon evaluation of the second CVF spiderweb, I realized that although there is an increase in the
role of the monitor, there is equally a fall in the role of coordinator. This made me reflect on the
several times I could lose focus while working the tasks assigned to me during at the
McDonalds. Whenever, I could lose focus and delay in completing the tasks assigned to me, I
was of the perception that the lack of effectiveness and efficiency was responsible for my loss of
focus. This perception was confirmed by going through the second CVF spiderweb.
I learned that in order for me to effectively carry out my roles as a manager in the future, it is of
essence to maintain stability in the Internal Process ‘control’ Model. Reflecting on my time at
McDonalds, I realize the management applied this and hence to be an effective manager, I need
to constantly learn on the effective management of the entire functions as well as grasp every
detail pertaining to the organization(Quin, et al. 2014, p.3).
Moreover, during the MTLs community interaction, I learned that motivation is an essential
element which enables a manager in raising the level of profitability and productivity of an
organization and therefore to be an effective manager, I will embrace the Rational Goal
‘compete’ Model which emphasizes on motivation as an essential element to raise the production

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as well as to achieve the goals of the organization. A comparison between the first survey and the
second made me realize that despite having gone through effective management lessons, I still
have weaknesses when it comes to the management of organizational conflict while at the same
time my communication skills are still not effective going by the Human Relations ‘collaborate’
Model(Scammon, et al. 2014, p.220). Therefore, to be effective manager, there is need for me to
embrace management skills which will enable me to concentrate commitment and cohesion
within the organization.

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References
Denison, D., Nieminen, L. and Kotrba, L., 2014. Diagnosing organizational cultures: A
conceptual and empirical review of culture effectiveness surveys. European Journal of
Work and Organizational Psychology, 23(1), pp.145-161.
Grabowski, L., Neher, C., Crim, T. and Mathiassen, L., 2015. Competing values framework
application to organizational effectiveness in voluntary organizations: A case study.
Nonprofit and Voluntary Sector Quarterly, 44(5), pp.908-923.
Heritage, B., Pollock, C. and Roberts, L., 2014. Validation of the organizational culture
assessment instrument. PloS one, 9(3), pp.92.
Lavine, M., 2014. Paradoxical leadership and the competing values framework. The Journal of
Applied Behavioral Science, 50(2), pp.189-205.
Lindquist, E. and Marcy, R., 2016. The competing values framework: Implications for strategic
leadership, change and learning in public organizations. International Journal of Public
Leadership, 12(2), pp.167-186.
Quinn, R.E., Bright, D., Faerman, S.R., Thompson, M.P. and McGrath, M.R., 2014. Becoming a
master manager: A competing values approach. John Wiley & Sons, pp.3.

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Appendices
Appendix A - The first CVF ‘Spiderweb’ Leadership Roles Profile
Source: The Competing Values Management Practices Survey by Naresh Nalluri
Appendix B - The second CVF ‘Spiderweb’ Leadership Roles Profile
Source: The Competing Values Management Practices Survey by Naresh Nalluri

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Appendix C - The Competing Values Leadership Roles Profile between 1st and 2nd

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Part B
To ensure the success of the Tourism and Hospitality organization, the management ought to
embrace essential elements of competencies in managing the organization. This report presents
the outcomes of the MTLs community Blog 2 as well as the views presented. Through
considering the outcomes and views, the report recognizes the examples of the various
competing values, the paradoxical views as well as the supplementary models which were
discovered within the MTLs community. The MTLs through the interaction in the Community
Blog 2 present a wide discussion on flexibility as a topic in tourism management. It comes out
clearly that flexibility is indeed a critical attribute in the modern tourism and hospitality
management sector.
Leadership competency cannot be discusses without factoring in the element of
flexibility(Tavitiyaman, 2014, p.200). During decision making and strategic planning on
operations on tourism management, flexibility on the part of the managers plays a very crucial
role. To ensure effective tourism management, the management should embrace the coordination
of competencies to enable them to effectively adapt to the various situations which might arise as
a result of the internal and external organizational changes in the tourism sector. Nonetheless,
according to the paradoxical views, managers may be required to act in ways that are uncommon
like engaging in the creation of conflicts as a means to reducing conflict in the organization.
The CVF provides two quadrants reflecting on the factor of flexibility. These include the Human
Relations ‘collaborate’ Models which relies on the creation and sustaining the commitment and
cohesion of the management during their operation within the internal organizational

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environment(Tong & Arvey, 2015, p.670). The other quadrant is the Open Systems ‘create’
Model which is based on the argument that the management of an organization ought to embrace
adaptability and responsiveness to the regular organizational changes which are caused by
external environment. Sandhu (2015) in the course of the interaction in the Community Blog 2
points out that flexibility is essential to the management as it encourages change thereby making
the managers to be performance oriented.
Flexibility helps the manager in the development of corporate strategies as well as in the creation
of large markets. This is achieved through the balancing of the morale of employees of the
organization and the commonly shared goals. The paradoxical thinking according to the
collaborative model is that the participation of employees in decision making reduces
productivity but increases effectiveness. Applied in the hospitality and tourism management,
there is need for the flexible managers and travel owners to emphasize on the niche experience,
information about the product as well as the services provided.
The recent changes in the hospitality and tourism sector calls for flexibility of the hospitality and
tourism management as a way to gain a competitive advantage(Yang, 2007, p.85). The
management needs to learn and adequately understand organizational goals and objectives to
enable for the adjustment to suite the external environment like the policy, security as well as the
economy. Through balancing between organizational flexibility and stability, the management of
the hospitality and tourism sector will be able to improve the long term profits of the
organization.

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In conclusion, to ensure effectiveness and success of the organization, the hospitality and tourism
management should embrace both the outcomes of MTLs Blog 2 as well as the paradoxical
thinking of the CVF. This is because both the MTLs outcomes which emphasize on flexibility as
an essential element in the adaptation of the organization to the internal and external
environment as well as the CVF paradoxical thinking helps an organization to achieve success.

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References
Scammon, D.L., Tabler, J., Brunisholz, K., Gren, L.H., Kim, J., Tomoaia-Cotisel, A., Day, J.,
Farrell, T.W., Waitzman, N.J. and Magill, M.K., 2014. Organizational culture associated
with provider satisfaction. The Journal of the American Board of Family Medicine, 27(2),
pp.219-228.
Tavitiyaman, P., Weerakit, N. and Ryan, B., 2014. Leadership competencies for hotel general
managers: The differences in age, education, and hotel characteristics. International
Journal of Hospitality & Tourism Administration, 15(2), pp.191-216.
Tong, Y.K. and Arvey, R.D., 2015. Managing complexity via the competing values framework.
Journal of Management Development, 34(6), pp.653-673.
Yang, J.T., 2007. The impact of knowledge sharing on organizational learning and effectiveness.
Journal of Knowledge Management, 11(2), pp.83-90.

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