Nuclear Tube Assembly Room: The Competing Values Framework

Harvard Business Review case, The Nuclear Tube Assembly Room, is an excellent example of how managing and leading a team effectively can make a substantial difference in terms of results and goals achieved, all the while creating new ambitious expectations for workers. This particular case revolves around Ralph Langley, general foreman of the process department at American Radiotronics Corporation. Within the first 24 months of being promoted to general foreman, Langley has swiftly changed the mentality and efficiency of the workers in the nuclear tube assembly room. He has changed their terrible reputation into one of the most

The degrees to which these values are upheld also pose as a challenge to management and employees. Although both parties may agree to these established values, employees may be faced by situations where their personal and cultural values may contradict with the degree as to which the organizational values are upheld. The main challenge here is setting priorities among the values and objectives of the organizations or the people involved. Making the best decision suitable for the situation and the people concerned requires critical analysis of the factors (values, objectives, and people) involved.

     When the first atomic bomb was detonated in Alamogordo New Mexico on June 16, 1945, all the scientists involved in the Manhattan Project understood the great destructive power of radio-active isotopes. Although the atomic bomb was a very destructive force our world would not be as good without it. Because of the government funding involved in the project coupled with the need for an atom bomb, much research that otherwise may not have occurred took place in the US. The Manhattan project opened the door to nuclear advancements and applications.

To ensure this non-profit group operates smoothly, the Competing Values Framework will be applied. This framework helps identify guidelines that will allow the leaders to diagnose and manage issues that may appear (Cameron & Quinn, 2006). Studies have shown the Competing Values Framework is positively related to organizational commitment, job involvement, empowerment, and job satisfaction (Goodman & Zammuto, 2001).

Identify a specific instance from your own professional experience in which the values of the organization and the values of the

“Competitive Advantage introduces the concept of the value chain, a general Framework for thinking strategically about the activities involved in any business and assessing their relative cost and role in differentiation”. Michael Porter, (1985).

How has Hanna Andersson applied values-based leadership in terms of the organization’s choices related to P-O-L-C?

Within the competing values framework, Chrysler’s culture would fall under the hierarchy culture. The hierarchy culture involves control and Mr. Marchionne is very much in control of the Chrysler Company. Mr. Marchoinne has made numerous changes and works every day of the week to ensure Chrysler gets to where it needs to be.

For the majority of American workers, the ultimate mission of their employer is to make a quality product, with the ultimate goal of making a profit. For my employer, the Department of Defense (DOD), the mission, “is to provide the military forces to deter war and to protect the security of our country” (About the Department of Defense, 2015). Having employees that understand how they contribute to the mission, vision, and goals of the DOD is taught from day one. With the ultimate responsibility of taking life, strong core values are also of high importance. Each component of the DOD create their own statements of how to complete their specific area of responsibility in the DOD mission. For the Air Force, each section all the way down to individual units, develop their own statements on how they fit into the overall mission. The following paragraphs will discuss the Technical Order Home Office’s, core values, mission, vision, goals, structure of the unit, and how the key leaders contribute to the overall success of the Air Force and the DOD.

What kind of leader would you be if you forged a new path and were leading the way in an industrial revolution? Would you set yourself up for fame or would you look out for those below you and what was to come in the future? In this paper, my claim is that Henry Ford was a Visionary and Ethical Leader. When many think about Henry Ford, their first thought is that of the assembly line; however, he did not invent the assembly line. He improved it along with the lives of those who worked for him. Henry Ford is responsible for many of the industrial processes that are still apparent in the civilian and military workforces today. Watts (2006), stated “by developing Fordism in the early twentieth century, with its formula of mass production and high wages, he offered a socioeconomic blueprint for the United States’ climb to global prominence over the next half-century. Perhaps more than any other person, Henry Ford created the American Century” (p. xv). In this paper we will review the Visionary Leadership of Henry Ford. I will explain how he used the “Z” Process within Team Dynamics as a risker taker and forward thinker. I will also show how he used Transformation leadership from Full Range Leadership to successfully lead his team and employees to accomplish goals. Secondly, Henry Ford was an Ethical Leader because he used Ethical Codes as described

When analyzing the Values Framework, the culture in my middle management position could be identified as both market and hierarchy. My leadership strengths and skill sets fit the needs of both these cultures. In a very competitive and ever changing environment where corporate goals were specific and direct, the ability to produce, direct, monitor and coordinate were strengths that were continually developed to maintain successful metrics and results. I struggled and still struggle with innovation and being resource orientated, however, by understanding and identifying peers whom possessed these strengths I was then able to

Applying our knowledge about Economics of Strategy, we know that there are different ways to create additional value:

An essential component of leadership is to articulate and exemplify the organization's core values. These values must be clear, compelling, and repeated. The leader must both "walk the talk" and inspire his/her colleagues within the organization to also live these values. Values are at the core of individual, group or organizational identity. Values are relatively enduring conceptions or judgments about what is considered to be important to an organization. Agreement between personal and organizational values result in shared values which constitute the benchmarking of a successful business practice.

The value chain analysis (shown in appendix) was also generated by Michael Porter. This model is referred to “identifying ways to increase the efficiency of the chain” (Investopedia, n.d.). Furthermore, the overall objective is to produce maximum value with minimum total cost and establish a competitive advantage.

An individual’s effectiveness in the workplace often depends on his/her personality, attitudes and values, along with his/her motivation to succeed. Concurrently, the perception, attitudes and values of colleagues in the workplace play a role in determining the individual’s effectiveness. Understanding these characteristics of employees can be very crucial for organizations to operate successfully. At the same time, it is essential that employees understand the values associated with the organization in order to avoid any conflicting feelings toward the work they are employed to do. By recognizing and appreciating each other’s characteristics and constraints, employees and the organizations they are part of, form a highly-beneficial