Robert Quinn

Competing
values
framework
 CHESTIONARUL
VALORILOR DE PRACTICI DE
MANAGEMENT
Mai jos sunt listate enunţuri descriptive ale
practicilor manageriale. Indicaţi cât de des vă
angajaţi în astfel de comportamente, folosind
scala de mai jos pentru a răspunde la fiecare
enunţ. Vă rugăm treceţi o cifra de la 1 la 7:
1 – aproape niciodată
7 – aproape întotdeauna
 ▪ __ 1. Aveţi idei inventive
▪ __ 2. Exercitaţi o influenţă pozitivă în grup
▪ __ 3. Ignoraţi nevoia de a atinge scopurile
grupului
Ca manager, ▪ __ 4. Continuaţi să clarificaţi scopul grupului
ca organizator, ▪ __ 5. Căutaţi inovaţii şi îmbunătăţiri potenţiale
cât de des: ▪ __ 6. Faceţi rolul grupului foarte clar
▪ __ 7. Menţineţi un control logistic foarte strict
 ▪ __ 8. Urmăriţi ce se întâmplă în interiorul grupului
▪ __ 9. Dezvoltaţi rezolvări consensuale a diferendelor
exprimate în mod deschis
▪ __10. Ascultaţi problemele personale ale
colaboratorilor, subordonaţilor
▪ __11. Menţineţi un grup puternic coordonat, bine
Ca manager, organizat
ca organizator, ▪ __12. Ţineţi discuţii deschise ale opiniilor în conflict
în grupuri
cât de des: ▪ __13. Împingeţi grupul spre realizarea obiectivelor
▪ __14. Observaţi diferenţele cheie dintre membrii
grupului, apoi lucraţi participativ pentru a le rezolva
 ▪ __15. Monitorizaţi gradul de respectare a regulamentelor
▪ __16. Trataţi fiecare persoană într-o manieră atentă, plină de
grijă
▪ __17. Experimentaţi concepte şi proceduri noi
▪ __18. Arătaţi simpatie şi implicare în relaţia cu subordonaţii
▪ __19. Căutaţi să îmbunătăţiţi capacitatea tehnică a grupului de
muncă
Ca manager,
▪ __20. Obţineţi acces la persoane la niveluri înalte
ca organizator,
▪ __21. Încurajaţi luarea de decizii participative în grup
cât de des:
▪ __22. Comparaţi actele, rapoartele, etc. pentru a detecta
discrepanţe
▪ __23. Rezolvaţi probleme legate de orare şi programe de lucru
în grup
 ▪ __24. Faceţi ca unitatea să realizeze scopurile
aşteptate
▪ __25. Faceţi rezolvarea de probleme într-o manieră
creativă, clară
▪ __26. Anticipaţi problemele fluxului muncii, evitaţi
crizele
Ca manager, ▪ __27. Controlaţi pentru erori şi greşeli
ca organizator, ▪ __28. Oferiţi persuasiv idei noi către superiori
cât de des: ▪ __29. Observaţi dacă grupul acţionează conform
scopurilor declarate.
▪ __30. Facilitaţi construirea consensului în grup
 ▪ __32. Arătaţi interes pentru nevoile subordonaţilor
▪ __33. Menţineţi o orientare către „rezultate" în grup

Ca manager, ▪ __34. Influenţaţi deciziile luate la niveluri superioare

ca organizator, ▪ __35. Clarificaţi cu regularitate obiectivele grupului
cât de des: ▪ __36. Aduceţi un simţ al ordinii şi coordonării în grup.
 CHESTIONARUL
VALORILOR DE PRACTICI DE
MANAGEMENT
CALCULAȚI SCORURILE PE 8 DIMENSIUNI ALE
MODELULUI LUI ROBERT QUINN.

CALCULAȚI MEDIA, PE FIECARE DIMENSIUNE

* Scorul la itemul 3 se inverseaza, astfel 7 devine 1, 6-2, 5-3 si invers
PROFILUL ROLURILOR /
PRACTICILOR
DE MANAGMENT
 ORIENTARE CATRE:

FLEXIBILITATE – CONTROL

INTERN - EXTERN

4 CADRANE:

Flexibil – Extern,
Control – Extern
Control – Intern
Flexibil - Intern
Mentor

• The mentor is engaged in the

development of people through a
caring and compassionate approach.
• He is helpful, caring, sensitive,
approachable, open and fair.
• The mentor listens, supports, gives
compliments and acts on fairness.
People are in his view, means of
production that can be developed.
• The mentor helps to develop skills,
provides opportunity for education
and training and plans for individual
development.
• The mentor can be too lenient, and he
passes the buck more often.
Stimulator / Facilitator
• The stimulator encourages
cooperation, teamwork, and brings
together established and resolves
conflicts between individuals.
• He is process oriented.
• Furthermore, the stimulator mediates
in disputes between individuals and
he uses techniques to reduce
conflicts.
• Also he contributes to the
development of cohesion and morale,
gathers information, establishes
participation and promotes problem
solving by the group itself.
• His effort in encouraging interaction
and his democratic attitude can lead
to unproductive discussions, that
slows down production.
Innovator
• The innovator changes and makes it possible
to adapt to changes and pays attention to the
changing environment.
• He identifies important trends, expresses an
idea and anticipates changes needed, and
tolerates uncertainty and risk.
• He relies on facts, ideas and intuitive
understanding.
• The innovator is creative and visionary, he can
see the future.
• He can propose innovations in an inspiring
way, and can convince others that these
innovations are necessary and desirable.
• The innovator is usually someone with a
vision and he is willing to take risks in
achieving this vision.
• He has to ensure that these risks do not lead
to disastrous experiments that waste too much
energy on things that can not be
accomplished.
Mediator / Broker
• The mediator is mainly concerned
with maintaining external legitimacy
and obtaining inputs from outside.
• Image, presentation and reputation
are important.
• He is politically sharpened, is
persuasive, has influence and power.
• The mediator will meet external
people as representative, negotiator,
liaison, spokesperson and acquirer of
resources.
• He is also involved in marketing.
• The mediator must be alert that he
does not get bogged down in
opportunism and high aspirations.
Producer
• The producer is task oriented and
focused on work.
• He shows a great commitment, is
motivated and energetic.
• The producer is expected to bring
assignments to a successful conclusion
and to have a continuously high
productivity.
• This will usually mean that employees
must be motivated to increase
production to achieve the goals.
• Stereotypes of this role often have a
strong desire to have some sort of goal.
• However, the producer must ensure that
his employees do not get exhausted
because of the high effort he requires of
them.
Director
• The director makes expectations clear
through processes such as planning and
setting goals.
• He is an initiator who defines problems,
selects alternatives, indicates what should
be pursued, defines roles and tasks, makes
rules and policies, and gives instructions.
• Often directors are competitive, fast-acting
decision makers, who make their
expectations clear.
• Their employees know exactly what they
have to do.
• Typical directors are very sure about the
fact that sometimes people just need to be
commanded or be fired.
• The result can be that the director is
perceived as hard and insensitive.
Coordinator

• The coordinator maintains the

structure and flow in the system.
• He is trustworthy and one can rely on
him.
• He is focused on tasks such as
relieving workload, organizing and
coordinating efforts of staff, dealing
with crises and technological,
logistical and administrative issues.
• The danger lies in the fact that the
coordinator is too stuck in fixed
patterns. This can hinder the
progress.
Monitor

• The monitor knows what is happening

in the department.
• He examines whether people follow
the rules and makes sure production
targets are met.
• The monitor knows all the facts and
details and analyses well.
• He shows great enthusiasm in
handling administration, examining
and responding to routine information
and making reports and other
documents.
• The monitor must however guard
against impersonal and tedious
procedures and ignore opportunities.
Perspective istorice în management

• Modelul rațional (1900)

• Productivitate
• Eficiență
• Profit

• Focus pe output, rezultat

Perspective istorice în management

• Modelul proceselor interne (1925)

• Stabilitate
• Birocrație
• Ierarhie
• Structura

• Focus pe rutină și proceduri

Perspective istorice în management

• Modelul rațional (1900)

• Modelul proceselor interne (1925)

• ORIENTARE PE EFICIENTA
Perspective istorice în management

• Modelul relatiilor umane (~ 1950)

• Participare
• Consens
• Lucrul în echipa

• Focus pe dezvoltarea resurselor

umane
Perspective istorice în management

• Modelul sistemelor deschise (~1975)

• Dinamica
• Autocratie
• Inovatie
• Creativitate

• Focus schimbare, inovare

Perspective istorice în management

• Modelul relatiilor umane

• Modelul sistemelor deschise

• ORIENTARE PE DEZVOLTARE
CONFLICTUL INTRE OBIECTIVE

CONFLICTUL DE VALORI

CONFLICTUL DE ROLURI
the ability to deal with
paradoxes and
opposing values.
 CVF
ROLES
CVF
https://www.youtube.com/
watch?v=b6A1Rmihnjg