The Competing Values Framework (CVF) describes a very vital tool structure for a group or organization that can determine level of success and effectiveness that they can achieve. This framework focuses on two main dimensions, internal and external. Internal dimension refers to the measurement of effectiveness of the people within the organization, while external dimension refers to the measure of effectiveness of the organization as a whole (“University of Twente”, n.d.). In everyday term, this can simply translates to the cooperativeness of a team or how well can people work together as a group.
The self-assessment processes of CVF are divided into the 8 categories below, each ranging from 1 (least effective) to 7 (most effective). By filling in the 32 CVF survey questions, the results for my CVF is as follow from most effective to least effective along with their respective effective ranking.
In my opinion, the CVF radar chart result does indeed indicate my productivity and efficiency level quite precisely in a team-setting environment. When working in a group, I am usually a very cooperative team member. However, I am generally more of a team player and contributor instead of being the leader. I would say I am more of a creative thinker, throwing out rough ideas to be planned out, and after listen to other people’s ideas/feedback to finalize our main group idea or goal. In addition, I am always productive at working on the task that was assigned to me, and able to follow the group schedule such as a meeting or getting my portion of the work done in the designated time.
A good example to justify my CVF rating is the recent and first main group work in MGMT*1000 course called Micro-Tyco. In this business project, we had to create a company that will run within a month that can grow money from a $1 investment. According to the CVF radar chart, my strongest areas were being in the role of the innovator, the mentor and the producer.
For the innovator role, I demonstrated my abilities by thinking and presenting ideas of how we were going to get started on our venture and what our strategy will be. As the group mates putting in more ideas, I get a sense of where we are all mutually agreeing on and heading and propose or work with the idea given. In general, while working in a group, I am able to create ideas and blend it with other people’s suggestion and able to work and adapt to any group’s decision fluently.
As for the mentor role, I demonstrated that by helping out the group members with their difficulty in the business report. Since Micro-Tyco is a group or business setting, I feel that by helping others will benefit us as a whole, since it is not based on individuals, any person’s part that are not working out great will impact the whole group itself. While we were working on the business report, a group mate was having trouble doing their part, and I knew that their section was difficult to write, so I had no problem of pitching in, explaining and giving ideas of what is to be done on that section.
I believe I fit in more of a producer role than the result given on the CVF result. Accomplishing the task given to me in a given deadly has never been a problem. I tend to be very productive when it comes to personal work, sometimes even helping others work on their part as well. In Micro-Tyco, when we were putting everyone’s work as one document, I felt that some part that the group member did not really meet the standard, therefore I spent extra amount of time adding extras and fixed up any needy details that needed to be corrected.
Although those three stated above were my strongest area, I do have quite a few sections where the effectiveness of that role is average or slight under average. The following roles: broker, facilitator, director, coordinator, and monitor are where I need to work on in order to improve my teamwork experience. These five roles are leaning towards more of the leadership side. As stated in a group environment, I am usually the participant while letting other take over the leadership role. One reason that I tend to do so is that I feel taking on the leadership role is too much, and at the same time, any if there are any issues, it will be directed and blamed on me. To improve, I would need to forgo the risk of the group’s weight on my shoulder and have confidence in taking a step forward to lead the group.
In order for a team to function efficiently, the team must consist of varieties of roles. An example would be a small firm selling shoes, there needs to be an organized structure or else the firm will not survive. The CEO or managers are usually the ones taking on the leadership roles as stated above. There also needs to be workers (producer), which are necessary in order to produce the shoes that they are selling and such. In a group work, variety is always better since everyone can take charge of their strengths that they can contribute, therefore the group’s overall CVF value will be higher. An experience I have with a less variety of roles is where no one took leadership of the group, and with very minimal communication, resulting in the failure of the project.
In general, CVF is a very important tool that can be used within a group or an organization that will determine their effectiveness level, which can lead to either the success or failure of the group/organization.
University of Twente (n.d.). Competing Values Framework. . Retrieved October 22, 2013, from http://www.utwente.nl/cw/theorieenoverzicht/Theory%20clusters/Organizational%20Communication/Competing_Values_Framework.doc/
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