Assessment 1: A Sample Of A Good Assessment The Competing Va

Assessment 1 A Sample Of A Good Assessmentthe Competing Values Frame

Identify and describe your management style in an interpretative report, using the CVF conceptual framework (Quinn et al. 2015).

The steps involved include situating yourself within the parameters of management mastery, drawing out aspects of your style evident from the exercise, and interpreting your findings. You will assess your current managerial type/style as reflected in your CVF ‘spiderweb’ shape, focusing on strengths and weaknesses across the quadrants, and relate these to the wider literature and the Quinn et al. (2015) text.

Specifically, you should interpret whether the four quadrants are balanced or if there are prominent areas of strength and opposing weaknesses. Discuss what this balance (or imbalance) indicates for management mastery and consider the implications within the context of your work in tourism and hospitality. Provide an explanation of 'what' the spiderweb reflects about you as a manager, and 'why' based on your work experience and roles.

The report should include contextual analysis, referencing your actual management experience or observations of other managers to clarify the significance of your CVF profile. The interpretation should be grounded in discussions of your practical evidence, the CVF framework, and relevant literature, demonstrating your understanding of managerial styles and their development toward mastery.

Sample Paper For Above instruction

In today's rapidly evolving tourism and hospitality industries, effective management is crucial for organizational success and sustainable development. The Competing Values Framework (CVF) offers a robust model for self-assessment, enabling managers to evaluate their leadership styles and identify areas for growth (Quinn et al., 2015). This paper aims to interpret my management style through the CVF, based on my self-assessment and practical experience, to understand how my strengths and weaknesses influence my effectiveness in the tourism and hospitality sector.

Introduction

The CVF categorizes managerial behaviors into four quadrants: Collaborate, Create, Control, and Compete. Each quadrant represents distinct organizational values and leadership focus: human relations and internal cohesion (Collaborate), innovation and adaptation (Create), stability and control (Control), and competition and achievement (Compete). An individual's profile, visualized through the spiderweb diagram derived from the CVF survey, provides insights into their dominant management styles and potential areas for improvement (Quinn et al., 2011). Recognizing these tendencies is vital for managers striving toward mastery, a concept emphasizing continual development and balance across managerial competencies (Quinn et al., 2015).

Methodology and Profile Analysis

Based on my completion of the CVF survey, I plotted my results into the spiderweb diagram. My profile demonstrated prominent strengths in the Collaborate and Create quadrants, indicating a manager who values teamwork, cultural understanding, and innovation. Conversely, I identified weaker scores in the Control and Compete quadrants, suggesting challenges in strategic control and competitive positioning. This visual profile provides a snapshot of my management tendencies, illustrating a predominantly participative and flexible style.

Discussion of Strengths and Weaknesses

The strength in the Collaborate quadrant aligns with my experience working overseas and at an international airline, where cultural sensitivity and teamwork are essential. These soft skills facilitate effective customer service and cross-cultural communication (Andrews & Higson, 2008). My innovation strength in the Create quadrant reflects my willingness to develop new ideas and adapt to change—crucial traits in an industry marked by rapid trends and consumer preferences.

However, the weaker scores in Control and Compete raise concerns about my capacity for decisive strategic control and competitive edge. These aspects are vital for ensuring operational efficiency and market positioning in tourism and hospitality (Leiper, 2004). The lack of emphasis on vision development and competitive strategies could hinder my ability to lead organizational change and sustain competitive advantage.

Implications for Management Mastery

According to Quinn et al. (2015), management mastery involves balancing different management styles to adapt to organizational needs. My profile suggests a tendency toward the Human Relations and Open Systems models, emphasizing people and innovation but potentially neglecting the need for control and competitive drive. Developing these areas is critical for achieving a holistic management style capable of navigating the dynamic tourism landscape.

Practically, this means prioritizing strategic decision-making, control measures, and competitive strategies without sacrificing my relational and innovative strengths. By doing so, I can foster organizational stability and market competitiveness, aligning with the principles of management mastery.

Practical Reflection and Context

My work in international settings has reinforced the importance of adaptable management styles. While my participative approach facilitates team cohesion and innovation, I recognize the need to incorporate more directive leadership, goal clarity, and competitive focus. Observing managers who balance these aspects effectively has provided models for my development (French Forest, 2004). For example, a senior manager at my organization exemplified strategic control and competitive positioning, balancing that with team engagement, which I aspire to emulate.

This self-awareness is essential for progressing toward mastery, as it allows targeted development of weaker dimensions while leveraging strengths. Ultimately, aligning my management style with the demands of the tourism and hospitality industry—where customer orientation, innovation, and strategic agility are vital—will enhance my effectiveness and career growth.

Conclusion

Interpreting my CVF profile reveals a management style rooted in collaboration and creativity, with room for growth in control and competition. Achieving a balanced profile corresponds with Quinn et al.'s (2015) concept of management mastery, emphasizing the integration of diverse managerial competencies. Through ongoing reflection, practical experience, and targeted development, I aim to evolve into a more balanced manager capable of leading effectively within the complex tourism and hospitality context. Mastery, thus, is an ongoing process of aligning personal strengths with strategic demands and organizational goals.

References

• Andrews, J., & Higson, H. (2008). Graduate Employability, ‘Soft Skills’ versus ‘Hard’ Business Knowledge: A European Study. Higher Education in Europe, 33(4), 411–422.
• French Forest, N. (2004). Tourism Management (3rd ed.). Pearson Education Australia.
• Leiper, N. (2004). Tourism Management (3rd ed.). Pearson Education Australia.
• Qunn, R. E., Bright, D., Faerman, S. R., Thompson, M. P., & McGrath, M. R. (2015). Becoming a Master Manager: A Competing Values Approach (6th ed.). Wiley.
• Quinn, R. E., & Rohrbaugh, J. (1983). A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis. Management Science, 29(3), 363–377.
• Quinn, R. E., & Cameron, K. S. (1988). Paradox and Transformation: Toward a Complementary Approach to Leadership. Review of Administrative Sciences, 4(3), 229–242.
• Leiper, N. (2004). Tourism Management (3rd ed.). Pearson Education Australia.
• Leiper, N. (2004). Tourism Management (3rd ed.). Pearson Education Australia.
• Andrews, J., & Higson, H. (2008). Higher Education in Europe, 33(4), 411–422.
• French Forest, N. (2004). Tourism Management (3rd ed.). Pearson Education Australia.