Organizational Models: Competing Values Framework and Success

This essay provides an in-depth analysis of the competing values framework in organizational management, examining how different models influence the success of an organization. It begins by introducing the concept of competing values, which balances internal and external orientations, as well as flexibility and control. The essay then explores the organizational effectiveness model, discussing quadrants like internal process, open systems, rational goals, and human relations. It also covers the organizational culture model, outlining quadrants such as collaborating, creating, competing, and controlling. Furthermore, the essay includes an empirical research example from Ohio State University and real-world examples like the competition between mutual and stock insurers. The paper emphasizes the critical role of the competing values framework in responding to changing business environments and maintaining organizational flexibility. It concludes by highlighting the importance of both organizational effectiveness and culture in driving organizational success, supported by relevant references.

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1.INTRODUCTION
Competing models of management refer to those models that attempt to explain the
competing value framework of organizational management. The organizational management
sometimes faces the management challenge of balancing between two or more important
processes that affect the operation of an organization. The competing value framework is a
model that was developed by Robert Quinn and Kim Cameron to assess the organizational
culture (Cameron & Quinn 1999). The theory of competing for value framework, in essence,
shows the interrelationship between processes that enable the organization to focus on the
internal environment or external environment. The area of focus of an organization leads to the
development of the organizational culture and often results in a balancing of two or more
competing value factors. This implies that the organizational competing value framework models
have a role in the success of an organization. The following paper, therefore, explores
organizational models on competing for value framework citing their role in the success of the
organization.
2.Models of the organizational competing value
framework
There are many different management models of competing value frameworks that can
be used to study organizational management. Competing value framework has been described in
numerous ways or models. These models try to explain the concept of the competing value
framework theory and some of the models include organizational effectiveness model and
organizational culture model.
2.1 Organizational effectiveness

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Organizational effectiveness is one of the models that attempt to explain or describe the
competing value framework. Organizational effectiveness is model that attempt to show them
how an organization organized itself that foster stability or flexibility (Modaff, DeWine &
Butler, 2011). To understand this model, the analysis of the organizational effectiveness is
conducted based on the internal emphasis on people at the expense of external focus on the
organization. The second area of focus is on the comparison of stability and control alongside
flexibility and change. Overall the model results in the development of four quadrants that
include internal process, open systems, rational goal, and human relations. These four quadrants
can be grouped into other models that interact within the organization resulting in organizational
effectiveness. Firstly, the internal process involves processes that result in stability and control
within the organization. An example includes information management and hierarchy (Hartnell,
Ou & Kinicki 2011). Secondly, an open internal system is another aspect of the competing value
framework and consists of processes that bring creativity and innovation. For example,
adaptability, growth and resource acquisition that result in inspiring people and not control.
Thirdly, the rational goal is another aspect of the organizational effectiveness that explains the
competing value framework and this is based on planning and goal setting that has an effect on
productivity and efficiency. Lastly, human relations are another aspect of organizational
effectiveness that is based on the cohesion and morale that is engraved on training and human
resource corporation (Lunenburg 2012).
2.2 Organizational culture model
Organizational culture model is another model that attempts to provide explanations to
the competing for value framework. The model shows the effects of culture in an organization
that is tied to human and organizational activities. This model embarks on the interpersonal

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relations within the organization leading to competition between flexibility and control or
internal versus external orientation. This result into four quadrants and these include
collaborating, create, compete and control. At the level of competitions, the four factors include
external, internal, flexibility and stability. Firstly, collaborate is based on internal factors that
ensure that clan culture is enhanced leading to collaboration between people working within the
organization. Secondly, control or hierarchy include internal factors that lead to an internal focus
in order to control the working environment. Thirdly, create is an external factor that ensures
adhocracy culture through the creation of new things to foster the external interest of the
organization. Lastly, compete include market focus culture that ensures an organization is
focusing on market competition (Marquis & Tilcsik 2013).
2.3 Empirical research example
An example from an empirical research is on research conducted Ohio state university to
establish the dominant culture among students (University of Twente 2017). The research
explored dominant culture, preferred culture and current culture among students. The aim of the
research was to describe the strength of culture which is an aspect of organizational competing
value framework. This implies that internal culture and the current culture were tested to show
the interrelationship within student fraternity. The overall result shows that more than two third
of students across universities and colleges prefers human relations culture within an
organization (Marcella 2017).
2.4 Real-world examples
There are some real-world examples of competing models of management and this highly
affects the effectiveness of organizational management. An example of the competing value of

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management is competing for value between mutual and stock insurers that exited within the
insurance market. The risk management strategies underwriting profitability of different
organizations in Sweden’s property fire insurance that existed between 1903 and 1939 (Michael,
Lars, Magnus & Veprauskaite 2012). On this example, mutual insurers store huge reserves to
help in balancing of fluctuating in claims experience as compared to local insurance pools that
rallied on social obligation or trust that can mobilize funds in the event of an adverse fire. This
shows the competition between internal factors and external factors that ensure flexibility against
control (Adams, Lars-Fredrik, Jia & Lindmark, 2011).
3.Role of Organizational Effectiveness in the
success of the organization
Competing value framework plays an important role and contributes to the success of the
organization. Firstly, the effectiveness of the competing value framework determines the
response of the organization towards changing business environment. The organizational focus
on the external market forces requires high flexibility that competes with control of the
organization. The market forces such as competition that require the response of the organization
in order to perform within the external environment. The success of the organization is
determined through the ability of the organization to respond to changing the environment
(Luthans & Doh 2015).
Secondly, the volatile market invokes external orientation and this also has implication
on the internal organization flexibility or control. The organization has to channel the
organizational information management which is an internal organizational aspect of the
competing value framework. The internal orientation of the competing value is that rests on the
effectiveness of orientation of the internal processes (Boddy 2011).

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Role of organization culture on the success of the organization
The organizational culture is another model of the competing value framework that plays
an important role in organizational success. Firstly, The organizational culture that determines
the flexibility of the organization through good interpersonal relations is important for the
stability of the organization. The flexibility of the organization culture enables the organization
to respond to internal forces that compete such as flexibility control and stability (Lim 2017).
4. CONCLUSION
In conclusion, competing value framework models have a high influence on the operation
and success of an organization. The competing value framework shows the interactions and
completion between two or more organizational factors based on the internal or external
orientation of an organization. This leads to either focus on internal or organization itself or
external (market) environment. This implies that the organizational competing value framework
has a high influence on the success of an organization. Some of the models that attempt to
describe competing for value framework include the organizational effectiveness and
organizational culture assessment. There are many different real work examples of the
organizational cultures or orientations that result in competing value.

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5.References
Adams, M.B., Lars-Fredrik, A., Jia, J.Y., & Lindmark, M. (2011) Mutuality as a Control for
Information Asymmetry: A Historical Analysis of the Claims Experience of Mutual and Stock
Fire Insurance Companies in Sweden, 1889 to 1939. Business History, vol.53, no.7, pp 1074–91.
Boddy, C. R. (2011) Corporate Psychopaths: Organizational Destroyers, Palgrave Macmillan
Cameron, K. S., & Quinn, R. E. (1999) Diagnosing and changing the organizational culture:
Based on the competing values framework. Reading, MA: Addison-Wesley.
Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011, January 17) Organizational Culture and
Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values
Framework's Theoretical Suppositions. Journal of Applied Psychology (online publication).
doi:10.1037/a0021987
Lim, M. (2017) Examining the literature on organizational structure and success. College Mirror,
vol.43, no.1, pp 16-18. Available at
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2018]
Lunenburg, F.C. (2012) Organizational Structure: Mintzberg’s Framework. International
Journal of Scholarly Academic Intellectual Diversity, Volume 14, Number 1
Luthans, F. & Doh J. P. (2015) International Management, Culture, Strategy, and Behavior (9th
ed.). Mc Graw Hill
Marcella, B. (2017) Competing Values Framework Culture Model. Organizational Culture

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Assessment Instrument (OCAI) Online. Available at:
https://www.ocai-online.com/blog/2017/Competing-Values-Framework-Culture-Model
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Marquis, C. & Tilcsik, A. (2013) "Imprinting: Toward A Multilevel Theory". Academy of
Management Annals: 193–243.
Michael, A., Lars, F.A., Magnus L. & Veprauskaite E. (14 December 2012) Competing Models
of Organizational Form: Risk Management Strategies and Underwriting Profitability in the
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https://www.cambridge.org/core/journals/journal-of-economic-history/article/competing-models-
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Modaff, D.P., DeWine, S., & Butler, J. (2011) Organizational Communication: Foundations,
challenges, and misunderstandings (2nd Ed.). Boston: Pearson Education. (Chapters 1–6)
The University of Twente, (2017) Competing Values Framework: Judging effectiveness of
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