Reference no: EM132257148
Interpreting your management style
Rationale
An essential element of management is self improvement, leading to what Quinn et al. (2015) define as Mastery. To achieve this requires recognising your own managerial strengths and weaknesses. Assessment 1 highlights your current managerial type/style, providing a benchmark as you move towards management ‘mastery'.
Your task
Identify and describe your management style in an interpretative report, using the CVF conceptual framework (Quinn et al. 2015). The steps involved let you situate yourself within the parameters of management mastery and draw out aspects of your style which are evident from the following exercise.
Instructions
Read the Introduction and Conclusion sections of the text (Quinn et al. 2015)
- Complete the Competing Values Framework (Quinn et al. 2011) survey. Work through the instructions below
- Complete the 36-statement Competing Values Management Practices Survey
- Then press ‘show result' - where your scores are plotted on the CVF wheel
- Reflection: Look at the shape of your ‘spiderweb' - focusing on the Quadrants, rather than each specific 'role'
- Save a copy for review, discussion and presentation with your interpretative report.
Interpret your findings, identifying strengths and weaknesses as a tourism and hospitality manager. Look for areas of prominence. Make reference to the wider literature and to the Introduction and Conclusion sections from the Quinn et al. (2015) text. For example, are the four quadrants equal in your spiderweb? Are you already in balance? What does this mean for management mastery according to Quinn et al. (2015)? Are there obvious areas of strength and opposing weakness? What are these areas? Why might this be so?
Compile these findings into an interpretative report on your management style, explaining elements you see in your CVF ‘spiderweb'. Be sure to include context in this interpretation. That means you should anchor the interpretation in discussions of your actual work and potential role as a 'manager' or reference to other managers you might know. This will help explain ‘what' and ‘why' the spiderweb reflects what it does about you as a manager.