Becoming A Master Manager

A Competency Framework

Quinns
Competing Values Framework
Quinn, R.E. et al. (1996) (2nd Ed.). Becoming A Master Manager: A
Competency Framework. New York: John Wiley & Sons Inc.

Quinn (1996)

Flexibility

HUMAN RELATIONS MODEL

OPEN SYSTEMS MODEL

Commitment, Innovation,
Morale
Adaptation
Growth,
Resource
acquisition

Participation,
Openness
Internal

External

Documentation,
Information
management

Accomplishment,
Productivity

Stability,
Control

Direction,
Goal clarity

INTERNAL PROCESS MODEL

RATIONAL GOAL MODEL

Control

Quinn (1996)

Toward
decentralization,
differentiation

Growth,
Resource
acquisition

Participation,
Openness

External

Documentation,
Information
management

Accomplishment,
Productivity

Stability,
Control

Direction,
Goal clarity

INTERNAL

RATIONAL
GOAL MODEL

Control

co T PROCESS MODEL
n ow
co sol ar
nt ida d
i n ti
ui o n
ty ,

ax To
im w
ou iza ard
t p tio
ut n
of

Internal

Toward
competitive
position of system

Toward
maintenance
of the system

ex T o
d nt ces
r
Flexibility
pa wa
a e ur
c
m
w
h a n s rd
o
To lop res
n g io n
e
v
e ,
n
HUMAN
OPEN
d e ma
RELATIONS MODEL
SYSTEMS MODEL
hu
f
o
Commitment, Innovation,
Morale
Adaptation

Toward
centralization,
integration
Quinn (1996)

SY

1. Living with change

2. Thinking creatively
3. Creating change

1. Understanding self & others

2. Communicating effectively
3. Developing subordinates

N OD
PE M
O S
EM
ST
EL

RE
LA H
TI UM
O A
NS N
M
O
DE
L

Flexibility

MENTOR

INNOVATOR

1. Building teams
2. Using participative
decision-making
3. Managing conflict

FACILITATOR

BROKER

1. Building and maintaining

a power base
2. Negotiating agreement
and commitment
3. Presenting ideas

External

Internal
1. Monitoring personal
performance
2. Managing collective
performance
3. Managing organisational
performance

MONITOR

PRODUCER

COORDINATOR

1. Working productively
2. Fostering a productive
work environment
3. Managing time and
stress

DIRECTOR

L
AL DE
R N MO
TE S
I N ES
OC

PR

1. Managing projects
2. Designing work
3. Managing across
functions

Control

1. Visioning, planning & goal

setting
2. Designing and organising
3. Delegating effectively

L L
A
N E
O OD
I
T M
R A AL
O
G
Quinn (1996)

The Eight Managerial Leadership Roles

1. Mentor Role

5. Director Role

2. Facilitator Role

6. Producer Role

3. Monitor Role

7. Broker Role

4. Co-ordinator Role

8. Innovator Role

Quinn (1996)

The Eight Managerial Leadership Roles

and Their Key Competencies
1. Mentor Role
1. Understanding self and others
2. Communicating effectively
3. Developing subordinates

2. Facilitator Role
1. Building teams
2. Using participative decision making
3. Managing conflict

3. Monitor Role
1. Monitoring individual performance
2. Managing collective performance
3. Managing organisational performance
Quinn (1996)

The Eight Managerial Leadership Roles

and Their Key Competencies
4. Co-ordinator Role
1. Managing projects
2. Designing work
3. Managing across functions

5. Director Role
1. Visioning, planning and goal setting
2. Designing and organising
3. Delegating effectively

6. Producer Role
1. Working productively
2. Fostering a productive work environment
3. Managing time and stress
Quinn (1996)

The Eight Managerial Leadership Roles

and Their Key Competencies
7. Broker Role
1. Building and maintaining a power base
2. Negotiating agreement and commitment
3. Presenting ideas

8. Innovator Role
1. Living with change
2. Thinking creatively
3. Creating change

Quinn (1996)