Presenter Notes

Slide 1 – Introduction

Slide 2 – Explain the competing values framework:
Used in the completion of a cultural assessment of an organization. The horizontal dimension maps the degree to which the organization focuses inwards or outwards (Cameron, 1999). To the left, attention is primarily inwards. To the right, it is outwards. The vertical axis determines the decision-maker. At the lower end, control is with management. The upper end indicates control with employees who have been empowered to decide for themselves (Cameron, 1999).
4 hierarchies explained:
Hierarchy –
1. Traditional approach to structure and control that flows from a strict chain of command.
2. For many years, considered the only effective way of organizing and is still a basic element of the vast majority of organizations.
3. Leaders are typically coordinators and organizers who keep a close eye on what is happening.
Market –
1. Seeks control by looking outward with particular notice of the transactions cost.
2. Not focused solely on marketing but views transactions as exchanges of value.
3. Leaders are often hard-driving competitors to who seek to always deliver the goods.

Clan -
1. Less of a focus on structure and control and a greater concern for flexibility.
2. People are driven through a shared goal and outcome.
3. Leaders act in a facilitative and supportive way.
Adhocracy –
1. Greater independence and flexibility than the Clan which is necessary in a rapidly changing environment.
2. The adhocracy rapidly forms teams to face new challenges.
3. Leaders are innovative entrepreneurs who take calculated risks to make significant gains.

Slide 3 – Comparison of current cultures of both the Utah Symphony and Utah Opera utilizing the Competing Values Framework:
Utah Opera – Market – Currently, the Utah Opera would be classified as a