A Peek Through the Lens of the Competing Values Framework: What Managers Communicate and How

Belasen, Alan T.; Frank, Nancy

doi:10.1080/15456870.2010.521475

Cited by 15 publications

(7 citation statements)

References 32 publications

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“…Studies can also be designed to evaluate the ways by which healthcare CEOs and their boards initiate the internal selection of successors to ensure leadership continuity, support the development of middle managers, and respond effectively to strategic and structural challenges. Belasen and Frank (2010) confirmed the existence of primary message orientations used by managers with those reporting to them. They also quantified the extent of the shift of message orientations in environments of change.…”

Section: Discussionsupporting

confidence: 61%

“…As opinion leaders within the communication network of healthcare settings (Pappas et al, 2004;Valentino, 2004), they also act as "sense-makers" to frontline employees (Rouleau and Balogun, 2011). They balance competing commitments for change and continuity (Vilkinas and Cartan, 2006), provide structure and direction and react to the emotional needs of employees for consistency, dependability, and clarity (Belasen and Frank, 2010). Middle managers' duality of operating experience and proximity to decision makers make their "clutch roles" during transitions critical for organizational success.…”

Section: Middle Managers In Healthcare Organizationsmentioning

confidence: 99%

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Value in the middle: cultivating middle managers in healthcare organizations

Belasen

2016

JMD

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Purpose Senior executives in healthcare organizations increasingly display preference for a closer handling of operational levels, bypassing middle managers, and de-emphasizing the need to cultivate the next cadre of leaders, creating the potential for leadership and performance gaps. The authors argue that middle managers are a vital resource for healthcare organizations and review the benefits for including them in leadership development and succession planning programs. The paper aims to discuss these issues. Design/methodology/approach Current theories and common practices in addition to data collected from government sources (e.g. BLS), business and industry surveys and reports (e.g. Moody’s, Witt/Kieffer, Deloitte, American Hospital Association) are used to classify the roles, skills, and strategic value of middle managers in healthcare organizations. Findings The combination of a greater executive span with less hierarchical depth creates a dual effect of devaluing middle management, and a decrease in middle managers’ autonomy. Healthcare middle managers who stay away or lay low further trigger perceptions of low expectations leading to low morale and high levels of stress. Others become hypereffective or develop exit strategies. Major problems are: rising turnover costs; and insufficient attention to succession planning, internal promotion, and leadership development. Practical implications The outcomes of this study are useful for management development, particularly at times of change. Practitioners and researchers can have a better understanding of the value of middle managers and their development needs as well as the factors and dynamics that can influence their motivation and affect retention. Originality/value Understanding and implementing the ideas developed in this paper by healthcare organizations and other companies can lead to a drastic change in the current perceptions of the importance of middle managers and should lead to long-term retention, well-being, and extrinsic benefits for both the company and its employees.

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Section: Discussionsupporting

confidence: 61%

Section: Middle Managers In Healthcare Organizationsmentioning

confidence: 99%

Value in the middle: cultivating middle managers in healthcare organizations

Belasen

2016

JMD

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“…The competing values framework (CVF) is a classical theory often invoked in the scholarship of management and organization (Quinn et al, 1991). Developed through the lens of leadership communication as competing or paradoxical in complex organizational structures, CVF has, over the years, been developed as a decoding tool for the profiling of human resources at the workplace (Ikramullah et al, 2016), a framework in understanding both leadership challenges (Lindquist & Marcy, 2016) and an approach in interrogating shifts in leadership communication styles (Belasen & Frank, 2010), among others. While the theorization of CVF has contributed extensively to the scholarship of management and organization, it has received little attention, as intended by Quinn et al (1991), as a communicative model among communication scholars and educators.…”

Section: Decoding Communication Messages: the Competing Values Framewmentioning

confidence: 99%

Competing Values Framework as Decoding Tool: Signature Pedagogy in Teaching Business Communication

Kan

Ismail

2021

Business and Professional Communication Quarterly

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This article explicates the operationalization of a theoretically robust framework in the teaching of business communication at an institute of higher learning. This article reimagines the design of a business communication course that focuses on the coalescence of both decoding and encoding processes of messages as a unified pedagogical approach in teaching business communication. This approach is in contrast with more conventional approaches in designing communication courses, which tend to prioritize one process over the other. Participants in the study acknowledged the instrumentality in the course design in promoting communicative values with real-world impact.

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“…Monitor -Representa o líder que sabe sempre o que está a acontecer, assegurando-se de que as pessoas cumprem as regras e estão a atingir os objetivos definidos. (Walton, & Dawson, 2001), natureza complexa e paradoxal da eficácia organizacional (Doty, Glick, & Huber, 1993;Ostroff, & Schmitt, 1993;Parreira, 2005b;Parreira, 2007;Parreira, 2009;Parreira et al, 2011;Walton, & Dawson, 2001), planeamento de sistemas de informação (Premkumar & King, 1994), competências dos gestores (Stefl, 2008), eficácia da liderança Vilkinas, & Ladyshewsky, 2012), perfil de liderança (Wilkinson, 2010), cultura organizacional (Neves, 2000;Parreira, 2008a;Zammuto, Gifford & Goodman, 2000), desenvolvimento da gestão da aprendizagem (Quinn, Sendelbach, & Spreitzer, 1991), liderança e competências relacionais (Melo & Parreira, 2009; Liderança na Saúde (2005c), redes organizacionais e eficácia nas alianças (Nygaard, & Dahlstrom, 2002), leadership styles (Martin, & Simons, 2002), avaliação dos papéis de liderança (Martin, 1992;Vilkinas, & Ladyshewsky, 2012;Zammuto, Gifford, & Goodman, 2000), traços de liderança e padrões de influência e comportamento (Deninson, Hooijberg, & Quinn, 1995), traços e comportamento de liderança (Strang, 2007) (Helfrich, Mohr, Meterko, & Sales, 2007), complexidade comportamental na liderança (Lawrence, Lenk, & Quinn, 2009;Parreira, 2005d;Parreira, 2008b), liderança em equipas autogeridas (Zafft, Adams, & Matkin, 2009), comunicação (Belasen, & Frank, 2010), papéis de liderança (Wilkinson, 2010), papéis de liderança e aprendizagem organizacional…”

Section: Competências No Desempenho Dos Papéis De Liderançaunclassified