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Flipping Classroom Applications Curriculum

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The topic revolves around the concept of introducing management and how it has been facilitated with the use of competing values framework for managerial leadership. The managerial leadership aspect focuses on the conceptual skills and the leaders can adopt autocratic, democratic or delegative leadership to manage the human resources properly and ensure successful functioning. The competing values framework will be implemented for the managerial leadership to manage the human resources properly and at the same time, keeps the workforce motivated for accomplishing the business aims and objectives with ease and effectiveness (Taylor et al., 2015).

Interpretation and assessment of competing values framework for Managerial leadership

The framework has been introduced by Quinn Rohrbaugh to provide better flexibility and control of the business operations and ensuring successful business management. There are four quadrants present in the competing values framework that illustrates the four models including the Human relations model, Open systems model, Internal process model and Rational goal model. The framework is used to determine the various factors contributing to the efficiency of the organisation. The competing values framework has allowed for focusing on the internal environment and mange the development and well-being of individuals who are involved with the organisation’s functioning and management of business operations. Another important dimension of the competing values framework differentiates the need for maintaining a proper organizational structure to create better flexibility, control and ability to adapt to changes with ease (Albert & Beatty, 2014).

On the other hand, the competitive values framework for leadership roles include the human relations model where the roles are mainly managed by mentor and facilitator whereas the open systems model allows for managing the roles and responsibilities of broker and innovator. The competing values framework is implemented to manage leadership behaviors, roles and responsibilities along with the assessment of various leadership skills. The managers could play the roles of leaders and balance the demands and expectations based on the needs of the organisation. The competing values framework is used as an effective strategic tool to supervise the employees and at the same time develop management programs for ensuring that the employees perform efficiently (Cameron et al., 2014). From the perspective of managerial leadership, the competing values framework is used to determine the previous cultures and even predict the cultures that can be expected in the future. The gaps found within the organizations could also be found, furthermore allow the managers to practice different activities to manage the employees within the organisation in an accurate way. It would enhance their managerial leadership skills and assist them to interpret the organizational functions and processes effectively (Bao et al., 2014).


The application of this competing values framework could not only provide training to the managers and allow them to manage the workforce properly but would also create convenience for the individuals working within the organisation to understand the similarities and differences related to the managerial leadership roles.

Figure: Competitive values framework Leadership roles (Bao et al., 2014)

Theories, concepts, models and competencies

The competing values framework is mainly used as an effective model hat can determine the indicators associated with the management and improvement of business performance. It has not only created ease to organize and understand the leadership competencies, organizational efficiency theories, culture, design and various stages of life cycle development. The model is also applied to facilitate the roles of managerial leaders and maintain organizational quality through processing of information and data, implementation of financial strategies and making sure that a proper design and structure is maintained (Bao et al., 2013).


Leadership Competency framework

The Leadership Competency framework can be applied for understanding the factors that can lead to success through performance enhancement of the leaders. Enhancing the leadership performance could lead to higher engagement of staffs as well as identify the major leadership competencies contributing to the strategic direction. The major competencies of the model could be the preserving of the most important characters, working collaboratively or in coordination and implementing the most suitable strategies to achieve success in the future. The main purpose of applying the competing values framework is to develop a shared vision along with the creation of a good culture and strong brand image of the organisation. The competency framework has supported the business management practices and even allowed to improve the processes of recruitment and selection (Wiewiora et al., 2013). This would not only help in career development but could also hire new candidates based on their competency level, experience, skills and expertise. The performance management would be possible through proper assessment, evaluation and obtaining feedbacks, which could meet the requirements and enhance the performance of the manager as a leader. The leadership competency framework could also assist in developing higher competency level and enable the managers to manage activities properly in the future. The leaders of the organisation could provide relevant training sessions for enhancing the skills and knowledge of the workers and allow them to achieve the organizational goals and objectives (ten Bruggencate et al., 2012).

Competing values framework for culture, leadership and value

Four quadrants present in the framework represent the various factors associated with the effectiveness of the organisation. To identify the factors or criteria for effectiveness, leadership and managerial competencies are considered as most effective for managing accounting values and promote flexibility, control and better business performance too. The four quadrants include different types of leaders and types of cultures. For the long-term change, the clan culture is preferred and the leadership activities are mainly managed by the mentor, team development personnel and facilitator while the drivers of value are commitment, dedication and communication. The managerial leadership skills could enable new changes through maintenance of adhocracy culture where the leadership type would be innovator, visionary or an entrepreneur (Taylor et al., 2015). Through this leadership skill, consistent innovation would be possible along with constant changes and improvements to bring production efficiency.

To maintain stability and control, the hierarchical culture is developed where coordinators, monitors and organizers play the roles of leaders to accomplish tasks within time and ensure consistency during the process of production. This kind of leadership could promote stability and control over the business functions and ensure that the incremental changes are possible. To enable fast change and external positioning, the preferred culture type is market culture and the types of leadership include producer, competitor and hard driver. The managerial leadership skills could allow for competing with the other business organizations and manage fast changes to become more customer focused (Albert & Beatty, 2014). Therefore, these major aspects of the competing values framework could be beneficial for enhancing the managerial leadership skills and improve the business performance management through better revenue generation and gaining of competitive advantage in business too.


From the topic, it could be understood that the management aspects were analyzed and the benefits of using the competing values framework had been assessed as well. The Competing Values  Framework for Managerial Leadership framework was used to identify the four quadrants consisting of the different types of leaders and cultures and how it had been associated with the manager’s roles within the organizations. The different models present in the framework including the Human relations model, Open systems model, internal process model and rational goal model were identified and how it those had contributed to the improvement of managerial leadership skills. The Leadership competency framework allowed the managers to perform their roles and responsibilities properly through the management of processes of recruitment and selection, performance improvement, development of professionalism and planning for growth and success of career in the future too. Lastly, the competing values framework for culture, leadership and value was assessed to identify the different leadership styles and factors that could contribute to the generation of values and benefits. This should enhance the manager’s capabilities to ensure better stability, control, flexibility, fast changes and external positioning.



Albert, M., & Beatty, B. J. (2014). Flipping the classroom applications to curriculum redesign for an introduction to management course: Impact on grades. Journal of Education for Business, 89(8), 419-424.

Bao, G., Wang, X., Larsen, G. L., & Morgan, D. F. (2013). Beyond new public governance: A value-based global framework for performance management, governance, and leadership. Administration & Society, 45(4), 443-467.

Cameron, K. S., Quinn, R. E., DeGraff, J., & Thakor, A. V. (2014). Competing values leadership. Edward Elgar Publishing.

Taylor, B. W., Bector, C. R., Bhatt, S. K., & Rosenbloom, E. S. (2015). Introduction to management science. Prentice Hall.

ten Bruggencate, G., Luyten, H., Scheerens, J., & Sleegers, P. (2012). Modeling the influence of school leaders on student achievement: how can school leaders make a difference?. Educational Administration Quarterly, 48(4), 699-732.

Wiewiora, A., Trigunarsyah, B., Murphy, G., & Coffey, V. (2013). Organizational culture and willingness to share knowledge: A competing values perspective in Australian context. International Journal of Project Management, 31(8), 1163-1174.


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