Accounting technicians scheme west africa
Competing Values Approach
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- 7.3.1 The Command Team Effectiveness (CTEF) Model
| 7.2.5 Competing Values Approach The competing values approach assumes that there is no best criteria that is valued and used in assessing OE. In essence, a contingency perspective is undertaken for evaluating OE. Accordingly organisation’s can be evaluated indifferent ways. This approach assumes that people within the organization have diverging goals and therefore cannot arrive at a consensus on which goals take precedence over others. Typically, this is because goals maybe based on personal values, preferences, and interests. The competing values approach assumes that these diverse preferences can be consolidated and organized into a holistic OE approach. 7.3 Existing Models of Organizational Effectiveness i) The Command Team Effectiveness (CTEF) Model (Essens et al. 2005), ii) The Dynamic Five-Factors Model of Leadership (Seiler & Pfister under review, iii) The Star Model (Galbraith, 2002), and iv) The 7-S-Model (Peters & Waterman Jr. 1982). 7.3.1 The Command Team Effectiveness (CTEF) Model The CTEF model (Fig. 7.2) makes possible observing, evaluating and promoting group activities. The model assumes that successful leaders have to understand and take into account the following factors 1) conditions (operation framework, task, organization, leader, team members, team, 2) behaviour and processes occurring during the operation a distinction is made between behavior/processes related to tasks and those related to groups, 3) evaluating the result of these processes (distinguishing between behaviour related to tasks and to groups, and 4) adapting processes and conditions in order to become more effective. This model was developed by a working group of the NATO Research and Technology Organization. 335 The advantages of this model are its strong theoretical foundation the fact that it includes learning and adjustment loops and that it takes the mission framework and context into consideration. However, in regard to multinational peace-promoting operations, this model lacks the intercultural aspects. Additionally, it focuses very much on team and task characteristics, which does not correspond to a headquarters perspective. On the HQ level, there are other emphases and vulnerabilities, e.g. organizational culture and structure. Yet another weakness of the CTEF model is the complex cause-and-effect structure, which in practice can only be verified partially. Figure 7.2: CTEF model (Essens et alb Five Factors Model of Intercultural Leadership Behavior The Five Factors Model of Intercultural Leadership Behaviour (Fig. 7.3) presumes that competent leadership in an operation is based on more than just individual competence. Additionally, the behaviour of a leader is influenced by 1) the dynamics of the team the leader works with, 2) by the organizational framework, 3) the present context and 4) by the particular situation the leader is faced with. A big advantage of the Five Factors Model is its focus on intercultural aspects of leadership behavior. In military coalition operations, successful collaboration between troops of different countries, international partners and the population onsite is pivotal for success. Another advantage is that it includes the external environment into the evaluation. 336 The main disadvantage of this model in our case is the fact that it is a leadership and not an effectiveness model. Therefore it does not specify how effective leadership is linked with organizational effectiveness. Download 3.37 Mb. Share with your friends:
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