The Competing Values Framework
The modern age has been characterised by the evolution of “coercive shop floor practices” (Barley, Stephen R. & Kunda, Gideon 1992) into large corporations and the rise of “professionalisation of management” (Barley, Stephen R. & Kunda, Gideon 1992) which lead people to formulate a succession of managerial theories to understand and deal with current management issues, including the four models of management: the rational goal model, the internal process model, the human relations model and the open systems model.
Most theories outlined were developed when most business was conducted within national boundaries, although of course with substantial foreign trade in certain products and services. They take little direct account of the explosion in the global trade, and the way in which many organisations are reorganising themselves as international or global businesses. The world has come a long way from the days those four models first took shape. As societal values change, existing viewpoints alter, models and definitions of management keep evolving. It has been argued that the models of rational goal and internal process still dominate modern organizational life or that there is now a hierarchy between those models.
However, we use different frameworks to explore different management episodes across different contexts. Nowadays, companies do not operate based on a single model. They are a combination of these four models, each of them being more impregnated on a certain department in accordance to the nature of the department or being applied in response to certain circumstances. Not only are all the models being simultaneously used through the same structure, but they are all also equally used, except for two cases. During present times, organisations in the start-up phase are dominated by the open systems model while the rational goal model dominates the corporate world.
A Unitary System
As the twentieth century was coming to an end, the frequency with which
Most theories outlined were developed when most business was conducted within national boundaries, although of course with substantial foreign trade in certain products and services. They take little direct account of the explosion in the global trade, and the way in which many organisations are reorganising themselves as international or global businesses. The world has come a long way from the days those four models first took shape. As societal values change, existing viewpoints alter, models and definitions of management keep evolving. It has been argued that the models of rational goal and internal process still dominate modern organizational life or that there is now a hierarchy between those models.
However, we use different frameworks to explore different management episodes across different contexts. Nowadays, companies do not operate based on a single model. They are a combination of these four models, each of them being more impregnated on a certain department in accordance to the nature of the department or being applied in response to certain circumstances. Not only are all the models being simultaneously used through the same structure, but they are all also equally used, except for two cases. During present times, organisations in the start-up phase are dominated by the open systems model while the rational goal model dominates the corporate world.
A Unitary System
As the twentieth century was coming to an end, the frequency with which
References: 1) Boddy, D. (2008) Management: An Introduction, 4th edition. Prentice Hall: London. Chapters 1&2. 2) Barley, S.R. & Kunda, G. (1992) ‘Design and Devotion: Surges of Rational and Normative Ideologies of Control in Managerial Discourse’ Administrative Science Quarterly, 37: 363-99 3) Quinn, R.E., Faerman, S.R., Thompson, M.P. and McGrath, M.R. (2003) Becoming A Master Manager (Wiley: New York), esp. Chapter 1 4) Scott, Shane and Venkataraman, S. (2000) ‘The Promise of Entrepreneurship as a Field of Research’ The Academy of Management Review, Vol. 25, No. 1, pp.217-226 5) Gartner, B. William (1985) ‘A Conceptual Framework for Describing the Phenomenon of New Venture Creation’, The Academy of Management Review, Vol. 10, No. 4, pp. 696-706 6) Wiklund, Johan; Davidsson, Per and Delamr, Frederic (2003) ‘What Do They Think and Feel about Growth? An Expectancy-Value Approach to Small Business Managers’ Attitudes Toward Growth’ Baylor Univeristy