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Competing Values in Organizational Effectiveness Human Relations Model - places a lot of emphasis on flexibility and internal focus.

. It stresses cohesion, morale, and human resources development as criteria for effectiveness Open Systems Model emphasizes flexibility and external focus, and stresses readiness, growth, resource acquisition and external support Rational Goal Model - emphasizes control and an external focus. It regards planning, goal setting, productivity and efficiency as being effective Internal Process Model emphasizes control and an internal focus, and stresses the role of information management, communication, stability and control

that are represented by each set of expectations.

CIOs who make the wrong moves reduce their chances to obtain commitment. Methodology Twenty-three Irish CIOs; nine of the twenty-three CIOs were part of the top management, while the other fourteen were one level below A focused interview methodology was used.

How CIOs Overcome the Competing Values Challenge: Irish CIOs Perspectives (Harvey Enns, Dean McFarlin & Paul Sweeney) Specific Objective: To demonstrate how Irish Chief Information Officers (CIOs) are able to convince their colleagues to support new projects within their firms in the face of competing values Hypotheses: (1) Everything else being equal, influence attempts are less likely to result in commitment to the new initiative when competing values exist between CIOs and the target(s) of their influence attempt(s). (2) The impact of competing values on the targets response will be moderated by the CIOs influence approach. Skilled CIOs who take appropriate steps are more likely to overcome competing values and obtain commitment, while unskilled

Results and Discussion Of the twenty-three interviews transcribed and analyzed, competing values were absent in ten. In all of these cases, commitment was gained by the CIO as a result of the CIOs influence attempt. With one exception, competing values were clearly present in the remaining interviews. While commitment was the outcome in half the cases involving competing values, the outcome in the other half was either resistance or compliance.

Competing Values in Leadership Roles Quinn argues that more effective managers have the ability to play multiple, even competing leadership roles. Managers are expected to play all of these roles. And they should simultaneously consider and balance the competing demands

Conclusion

As mentioned at the outset, this qualitative study is the first to examine connections between executive influence processes and competing values. A necessary follow-up step is to explore whether the findings hold across larger samples of different types of executives.