Competing Values Framework

Do you buy your insurance at Progressive because you like Flo? She may be the current face of Progressive as a company, but a strong cultural emphasis over the past few years has produced significant results for their customers, their shareholders and their employees. Coleman (2013) discusses building a differentiated culture and a lasting organization through the six factors of vision, values, practices, people, narrative (a historical review of the culture) and places (work environment). This paper will use these six factors to review the significant growth at Progressive in overall revenue, earnings, and employee satisfaction through a gradual evolution of the Progressive corporate culture. It will discuss particularly people and customer focused changes in culture, their impacts on the workforce, and their effectiveness. It will close with a discussion of how the lessons learned could be applied at other companies that have high turnover, a poor image, and/or a culture that detracts from their competitive landscape.

31. What are the observable artifacts, espoused values, and basic assumptions associated with Chrysler’s culture? Explain.

as competitiveness, fast response, decisiveness, driving through barriers, or goal achievement, could be highlighted in the lower right

What ideas or concepts covered in discussion or through the article synopsis you read did you found most helpful towards your understanding of Administrative practice?

The purpose of the Competing Values Framework is to facilitate the process of gaining a better understanding of the various management roles and how they can be applied more effectively in an environment of competing tensions. Each role is distinct and seemingly contradictory, but must be intertwined in order to achieve optimal efficiency; ultimately becoming a high performance manager. This “behavioral complexity"-the ability to deal with the competing demands through the mastery of seemingly contradictory or paradoxical roles differentiates the high performing managers from their counterparts (Hart & Quinn, 1993). In the process of becoming a high performance manager, it is essential to remain authentic by cultivating self-awareness, acknowledging

Ford in 2011 is on the rebound, having recovered from the darkest hours in the late 2000s. The company for the company is that many of its competitors are also rebounding, and there are significant long-run changes in the automobile industry. Ford needs to determine a strategy that will take the company through the next decade, and improve the company's competitive position. The company has four of the top fifteen best-selling cars in America, but also needs to set strategy globally, as many of the best automobile growth markets are overseas. Another strategic consideration is that CEO Alan Mulally remains in the process of changing the organizational culture at Ford, which had become stagnant and unresponsive to the changes in the industry environment.

This research paper will focus on how Fiat Chrysler Automobiles (FCA) lost focus on the production of their mid-size sedans and instead began to focus solely on the Jeep brand and SUV’s. This systematically caused the Chrysler 200 which begins with a selling price of $21,995 with 4 models to choose from and a closing price of $27,570 to lose its place as a highly profitable vehicle for the company. This in turn led to the closing down of the plant in Sterling Heights which caused a large number of Michiganders to be in chaos concerning the future of their employment.

Chrysler started pushing power to the floor in the late 1980’s, resulting in greater quality and efficiency, as they broke down the symbolic walls between engineering, styling, and production departments and formed platform teams (Zatz, 2006). The automotive industry relies on mass assembly line production which requires large groups of employees to work in concert linking a series of interchangeable parts in an effort to finalize assembly. Chrysler provides an excellent model to discuss a team-based approach as it relates to increased productivity and effective cost reductions. Furthermore, the Daimler-Benz and Chrysler merger in 1998 outlines Chrysler’s fall from grace as it struggled with cross-cultural

How was CEO Kasper Rorsted able to transform an underperforming consumer goods company into a great one? What methods and techniques did he use to help motivate his employees? What is the “winning culture” all about? Could the agenda that Rorsted put before his company be implemented at other large multinational corporations? I will attempt in this paper to answer these questions and more as I dig into the life of Kasper Rorsted and his transformation of Henkel.

The buying of automobile companies in GM's early days would soon expand to include more GM purchases and agreements, new lines of parts and gear, and an unprecedented move, on the part of GM executives, to become some of the biggest stockholders in the company. Aligning interests of management with interests of stockholders, GM set a precedent for making leadership accountable in a business where the goal was to provide "a car for every purse and purpose" (www.gm.com/company/corp_info/history/gmhis1910.html).

According to the PLC, the repercussions of a mature market are increased competition illustrated by Toyota in the case of GM, and decrease in consumer demand. The criterion to stay competitive in the market involves maintaining of product loyalty among consumers by constantly improving products instead of pursuing new consumers. The cause of why market maturity led to GM’s restructuring was that the company had a flawed internal structure that was incapable of adapting to the new innovation and competition that surfaced in the hostile external environment. Therefore, it was crucial to analyze the reasons behind GM’s bankruptcy in order to truly understand what caused its restructuring. The overall argument of this essay therefore is that firms are constantly constrained within the given conditions of the market in which they function. Furthermore, a flawed internal structure will increase threat of new entrants causing disastrous financial losses for the firm. GM’s restructuring improved the organization’s revenue through the reorganization of the bureaucratic structure and implementation of a diversified business that responded to customers’ demands and global trends as

The competing values framework is a theory that was initially created from Quin’s research that was carried out on the major indicators of effective organisations. Stability, control, flexibility and change (adaptation) was the theorist’s preference when composing this structure within the framework. Doing so added additional dimensions in this organisational cultures theory. The four major models that comprise of the competing values framework are the Humans relations Model, the Open Systems Model, Rational Goal Model and the Internal Process Model. It is through these four fundamental models that this theory develops its main cultures which are the clan culture, the adhocracy culture, the market culture and lastly the hierarchy culture. The fact that New York has five mafia families working the streets in its self is the penicil of the clan culture. The boss or the don is the leader of each “clan” or “mob” or “family” or “schmucks” (the last one was only if they did a silly thing).

The constant involvement to the workshops hampered its profitability level as the cost of operations increased. The company’s expansion strategy depends on its ability to increase the awareness process and ensure that it commands the global market. Chrysler performances have been affected by the cross-cultural focus and the need to implement strategies that will change the management’s sentiment and the understanding of the cultural perspectives in the economy (Business Week New York, 2007). The level of competition in the automotive industry has also increased, and without effective policies and strategies, the entity’s success will be hampered. The workshops that were conducted after the merger had failed did not yield the results as expected and it was an additional cost to the operations of the entity (Isidore, 2007).

“During the 1980s the concept of corporate culture captured the imagination of management researchers and practitioners alike. In particular, Peters and Waterman’s (1982) book entitled In Search of Excellence: Lessons from America’s Best-Run Companies proclaimed that the key to corporate success was a strongly unified corporate culture.” Wilson (1996:87)

In reviewing this article it was observed that some employees were skeptical of the merger between Chrysler and Daimler-Benz. Daimler-Benz employees were proud of the elite image and were concerned about having that tarnished by another company. Chrysler employees voiced concerns about the addition of a foreign partner to one of America's auto manufacturers. Employees needed reassurance that this merger was going to be a success! In light of all the adversity both companies faced since announcing their plans to merge, how did they remain so steadfast in their commitment to pursuing this merger? What kept them believing this merger was a good deal that deserved a second look? To answer these questions I want to step back and discuss what I