Interpreting Your Management Style: CVF Framework Report

This assignment is an interpretative report analyzing the student's management style based on the Competing Values Framework (CVF) as outlined by Quinn et al. The student completed a self-assessment survey comprising 36 statements related to managerial practices, scoring themselves on a scale of 1 to 7 for each statement. The results were then used to compute scores for each of the four quadrants: Facilitator/Mentor, Innovator/Broker, Producer/Director, and Coordinator/Monitor. The student's profile revealed strengths in collaboration and creation, reflecting strong soft skills and an ability to work in teams and innovate. Conversely, the analysis identified weaker areas in control and competition, particularly in developing and communicating a vision. This report uses the CVF framework to provide a high-level overview of the student's proficiency in each quadrant, highlighting areas of strength and those that could benefit from further development for management mastery.

INSTRUCTIONS FOR COMPLETING THE
COMPETING VALUES MANAGEMENT PRACTICES
INSTRUMENT
Self-Assessment
This instrument is designed to help you develop your own perspective about
how you demonstrate the practices associated with the competing values
framework. It is designed to give you a high level overview of your proficiency
in each quadrant.
Complete the questionnaire on the next page. Answer each question as
honestly as you can. For items that describe a practice for you do not have
any experience, mark a “1”. For those items that describe a practice you use
frequently and with great skill, mark a “7.”
After completing the survey, use the computational worksheet to compute a
score for each of the four quadrants. The number for each quadrant should
be between 1 and 7.
Once you have the number for each quadrant, you are ready to chart your
profile on the graph provided. On the profile, consider the small, inner circle to
carry a value of “1”, and count out from there, along the diagonal line in each
quadrant. Place a small “x” on the role-line, at the nearest point that matches
the number you wish to graph. Simply connect the “x” marks and you will
have a visual profile of your self-perspective. The completed profile should
look something like the following:
.
This instrument provides you with a high-level view, showing your general
tendency for a collection of skills in each competency. For a more detailed
view, you should complete the Competing Values Competency
Questionnaire, which you will need for your first assessment.

COMPETING VALUES MANAGEMENT PRACTICES
Self Assessment
Listed below are some statements that describe managerial practices. Indicate how
often you engage in the behaviors, using the scale below to respond to each
statement.
Almost never 1 2 3 4 5 6 7 Almost always
As a manager, how often do you
___7____ 1. Come up with inventive ideas.
___5____ 2. Exert upward influence in the organization.
___5____ 3. Clarify the need to achieve unit goals.
___4____ 4. Continually clarify the unit's purpose.
___7____ 5. Search for innovations and potential improvements.
___4____ 6. Make the unit's role very clear.
___2____ 7. Maintain tight logistical control.
___4____ 8. Keep track of what goes on inside the unit.
___7____ 9. Develop consensual resolution of openly expressed differences.
___7____ 10. Listen to the personal problems of employees.
___5____ 11. Maintain a highly coordinated, well organized unit.
___7____ 12. Hold open discussion of conflicting opinions in groups.
___5____ 13. Push the unit to meet objectives.
___2___ 14. Surface key differences among group members, then work participatively to
resolve them.
___2____ 15. Monitor compliance with the rules.
___6____ 16. Treat each individual in a sensitive, caring way.
___7____ 17. Experiment with new concepts and procedures.
___6____ 18. Show empathy and concern in dealing with employees.
___4____ 19. Seek to improve the workgroup's technical capacity.
___3____ 20. Get access to people at higher levels.
___7____ 21. Encourage participative decision making in the group.
___4____ 22. Compare records, reports, and so on to detect discrepancies.
___3____ 23. Solve scheduling problems in the unit.
___5____ 24. Get the unit to meet expected goals.
___7____ 25. Do problem solving in creative, clear ways.
___7____ 26. Anticipate workflow problems, avoid crisis.
___4____ 27. Check for errors and mistakes.
___7____ 28. Persuasively sell new ideas to higher ups.
___5____ 29. See that the unit delivers on stated goals.
___6____ 30. Facilitate consensus building in the work unit.
___5____ 31. Clarify the unit's priorities and direction.
___5____ 32. Show concern for the needs of employees.
___6____ 33. Maintain a "results" orientation in the unit.
___3____ 34. Influence decisions made at higher levels.
___3____ 35. Regularly clarify the objectives of the unit.
___3____ 36. Bring a sense of order and coordination into the unit.

COMPUTATIONAL WORKSHEET
COMPETING VALUES MANAGEMENT PRACTICES
INSTRUMENT
Self-Assessment
COMPUTATIONAL WORKSHEET FOR PRACTICES SELF-ASSESSMENT
The Facilitator The Mentor
# 9 __7__ #10 __7__
#12 __7__ #16 __6__
#14 __2__ #18 __6__
#21 __7__ #32 __5__
#30 __6__
Total __29__ / 5= __5.8__ Total __24__ / 4 = __6__
The Innovator The Broker
# 1 __7__ # 2 __5__
# 5 __7__ #20 __3__
#17 __7__ #28 __7__
#25 __7__ #34 __3__
Total __28__ / 4 = __7__ Total __18__ / 4 = __4.5__
The Producer The Director
# 3 __5__ # 4 __4__
#13 __5__ # 6 __4__
#19 __4__ #24 __5__
#29 __5__ #31 __5__
#33 __6__ #35 __3__
Total __25__ / 5 = __5__ Total __21__ / 5 = __4.2__
The Coordinator The Monitor
# 7 __2__ # 8 __4__
#11 __5__ #15 __2__
#23 __3__ #22 __4__
#26 __7__ #27 __4__
#36 __3__
Total __20__ / 5 = __4__ Total __14__ / 4 = __3.5__

Becoming a Master Manager 6th Ed. Instructors Manual: Quadrant-Based Assessments 5