Module 1:
Creating and Sustaining
Commitment and Cohesion
1
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th edition
Module 1: Creating and Sustaining Commitment and Cohesion
Collaborate Create
CompeteControl
Agenda for Module 1
•Assumptions and Goals
•Paradoxes
•Competencies
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 2
Human Relations Model Assumptions
and Goals
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 3
Criteria of effectiveness Commitment,
cohesion, morale
Means-ends theory Involvement
leads to commitment
Action imperative Collaborate
Emphasis Participation, conflict resolution,
consensus building
Culture Clan
Paradoxes of Collaborating
•By developing your self-awareness,
you can increase your capacity for
making personal change
•Involving employees in decision–
making processes can slow the
planning but make the
implementation more efficient
•Collaborating means that we want to
build employees’ commitment and
cohesion by encouraging them to
voice differing ideas and opinions
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 4
Collaborate Core Competencies
•Understanding Self and Others
•Communicating Honestly and
Effectively
•Mentoring and Developing Others
•Managing Groups and Leading
Teams
•Managing and Encouraging
Constructive Conflict
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 5
Managers who focus on
human relations …
•Have a high level of self-awareness
•Communicate by listening, as well as by speaking
•Provide employees with constructive feedback on a
regular basis
•Ensure that all group (team) members know what is
expected of them
•Encourage employees to learn from others who have
different ideas and perspectives
Quinn et al., (2014). Becoming a Master Manager: A Competing Values Approach, 6th
edition Module 1: Creating and Sustaining Commitment and Cohesion 6
Primary Tensions
EXTERNAL
FLEXIBILITY
INTERNAL
