USING THE COMPETING VALUES FRAMEWORK TO ASSESS MANAGERIAL ALIGNMENT TOWARDS THE ORGANIZATION’S VISION, FOCUS AND PREFERENCE FOR STRUCTURE

Download This Article

Abstract

This study determines the extent to which middle, senior and top managers fulfill their managerial roles (mentor, facilitator, monitor, coordinator, director, producer, broker, and innovator). It also evaluates their focus (internal versus external) and preference for structure (stability and control versus flexibility and change) as well as whether their orientations are aligned towards the same vision/goal. A sample of 202 managers (middle, senior, top) was drawn using a stratified random sampling technique. Data was collected using a questionnaire and analyzed using descriptive and inferential statistics. The results of the study emphasize the importance of aligning the organizational focus and preference for structure with the organizational vision/goal and ensuring that the managerial cadre is appropriately developed in the competencies needed to attain the vision/goal.

Keywords: Organizational Focus, Organizational Preference for Structure, Competing Values Framework, Managerial Roles, Vision and Mission

How to cite this paper: Govender, P., & Parumasur, S. B. (2011). Using the competing values framework to assess managerial alignment towards the organization’s vision, focus and preference for structure. Corporate Ownership & Control, 8(4-5), 499-507. https://doi.org/10.22495/cocv8i4c5art3