COMPETENCYBASED APPROACH

1
COMPETENCY-BASED APPROACH

• EXERCISE
• THE COMPETING VALUES FRAMEWORK

2
CHANGING THE LEADERSHIP AGENDA

• What the Business World needs now is NOT Bosses
  but Leaders
• From
• MANAGING to LEADING
• CONFORMANCE to PERFORMANCE

3
CHANGING THE MIND SETS/PARADIGMS

• From
• CONVERGENT to DIVERGENT
• BINARY to BOTH/AND
• CERTAINTY to AMBIGUITY
• CLONING to DIVERSITY
• Learning to use uncertainty to your advantage

4
COMPETING VALUES - A SINGLE FRAMEWORK
Flexibility
Open Systems Model
Human Relations Model
Participation, Conflict Resolution Consensus
Building
Adaptation Innovation
External
Internal
Defining Responsibility, Measurement
Documentation
Productivity Profit
Rational Goal Model
Internal Process Model
Control
5
THE COMPETING VALUES FRAMEWORK
Flexibility
External
Internal

• Producer
• Director

Rational Goal Model
Control
6
The Producer Role

• Key Competencies
• Working Productively
• Fostering a Productive Work Environment
• Managing Time and Stress

7
The Director Role

• Key Competencies
• Visioning, Planning and Goal Setting
• Designing and Organising
• Delegating Effectively

8
THE COMPETING VALUES FRAMEWORK
Flexibility
External
Internal

• Monitor
• Coordinator

Internal Process Model
Control
9
The Coordinator Role

• Key Competencies
• Managing Projects
• Designing Work
• Managing Across Functions

10
The Monitor Role

• Key Competencies
• Monitoring Personal Performance
• Managing Collective Performance
• Managing Organisational Performance

11
THE COMPETING VALUES FRAMEWORK
Flexibility
Human Relations Model

• Mentor
• Facilitator

External
Internal
Control
12
The Mentor Role

• Key Competencies
• Understanding Self and Others
• Communicating Effectively
• Developing Subordinates

13
The Facilitator Role

• Key Competencies
• Building Teams
• Using Participative Decision Making
• Managing Conflict

14
THE COMPETING VALUES FRAMEWORK
Flexibility
Open Systems Model

• Innovator
• Broker

External
Internal
Control
15
The Broker Role

• Key Competencies
• Building and Maintaining a Power Base
• Negotiating Agreement and Commitment
• Presenting Ideas

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The Innovator Role

• Key Competencies
• Living With Change
• Thinking Creatively
• Creating Change

17
COMPETING VALUES

• Adaptable
• Flexible
• Growth
• Resource Acquisition
• External Support
• Value Human Resource

• Stability
• Control
• Tight Information Mgt
• Formal Communications
• Planning
• Goal Setting

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COMPETING VALUES - A SINGLE FRAMEWORK
Flexibility
Open Systems Model
Human Relations Model
Participation, Conflict Resolution Consensus
Building
Adaptation Innovation
External
Internal
Defining Responsibility, Measurement
Documentation
Productivity Profit
Rational Goal Model
Internal Process Model
Control
19
CHANGING THE MINDSETS/PARADIGMS

• From
• CONVERGENT to DIVERGENT
• BINARY to BOTH/AND
• CERTAINTY to AMBIGUITY
• CLONING to DIVERSITY
• Learning to use uncertainty to your advantage
• (Source Quinn etal. Becoming a Master Manager)

20
Cognitive Complexity

• A person with high cognitive complexity is
  someone who can see a phenomenon, issue or
  problem from many perspectives.
• (Hooijberg Quinn 1992, Behavioural Complexity
  and the Development of Effective Managers.)

21
Behavioural Complexity

• The capacity to draw upon and use competencies
  and behaviours from the different models.
• Behavioural complexity includes cognitive
  complexity and is the ability to act out a
  cognitively complex strategy by playing multiple
  even competing roles in a highly integrated and
  complementary way.

22
Behavioural Complexity

• In a study of 916 CEOs, Hart Quinn, 1992, found
  that the ability to play multiple and competing
  roles produced better organisational performance.

23
COMPETING VALUES - A SINGLE FRAMEWORK
Flexibility
Open Systems Model
Human Relations Model
Adaptation Innovation
Participation, Conflict Resolution Consensus
Building
External
Internal
Defining Responsibility, Measurement
Documentation
Productivity Profit
Rational Goal Model
Internal Process Model
Control
24
Behavioural Complexity