Theories

What is the 5 P's Model? Description

The 5 P's Model from Dr. Mildred Golden Pryor, J. Chris White, and Dr. Leslie A. Toombs is a
Strategic Management Model which requires the alignment of 5 variables to improve
organizations and their operations: Purpose, Principles, Processes, People, and Performance.
 Purpose involves all the elements that constitute the intention of the organization. This
includes the organization's mission, vision, goals and objectives, and strategies.
 Principles are the guiding philosophies, assumptions, or attitudes about how the
organization should operate and how it should conduct its business. This variable
includes the integrity base, ethics, and core values to which employees are expected to
make a commitment when they are hired.
 Processes are the organizational structures, systems, and procedures that are used to
make the products or perform the services that the organization provides, as well as the
infrastructure and rules that support these systems and procedures.
 People are the individuals (and teams of people) who perform work that is consistent
with the Principles and Processes of an organization to achieve its Purpose. They are the
active components who accomplish work results.
 Performance encompasses all the metrics, measurements, and expected results that
indicate the status of the organization, and are used as criteria for decision making.
Performance results are fed back into the strategic management process to provide a
means of feedback and control.
For an organization to be efficient and effective, socio-technical organizational theories suggest
that all of the 5 variables must be aligned. So that they support and reinforce each other.
Incongruence or incompatibility among the variables expends unnecessary time, energy and
money. Also it can lead to high levels of frustration, feelings of helplessness, and dissatisfaction
for employees. The 5 variables exist in all organizations.

Origin of the 5 P's Model. History
The 5 P's Model was developed by Pryor, Toombs, and White for their book, Strategic Quality
Management and for use at their respective places of employment. The originators of the 5 P's
Model studied under Dr. W. Edwards Deming, Dr. Joseph Juran, Dr. Peter Senge, and other well
known experts.

Usage of the 5 P's Model. Applications
 Strategic Management.
 Quality Management.
 Organizational Assessment.
 Change Management.
Steps in the 5 P's Model. Process
The following steps are a simplified description. See the Strategic Quality Management book for
details.
1. For PURPOSE:
o Identify strengths and weaknesses, threats and opportunities, mission, vision,
goals and objectives, and strategies.
o Identify core leadership competencies.
2. For PRINCIPLES: use a team to develop core values.
3. For PROCESSES:
o List all processes.
o Document the processes using flowcharts, process maps and/or checklists.
o List process owners. If owners are not identified, designate process owners who
will do the process documentation and improvement.
4. For PEOPLE:
o Determine the extent to which people are empowered, teams are in place.
o What is the level of self direction in teams.
o What training is needed.
o Other things that relate to employees.
5. For PERFORMANCE:
o Identify what measurements are in place/should be in place
o Establish key performance indicators (KPI's) and baselines.
o Set up a metrics system with targets for improvement.
o Track KPI's over time.
Strengths of the 5 P's Model. Benefits
 The 5 P's Model can be used at the corporate level and throughout every level of the
organization.
 The 5 P's Model is applicable to all types and sizes of organizations.
 The 5 P's Model can be applied along with a variety of other leadership and management
theories, concepts, and tools.
 The 5 P's Model is timeless. It will not become "out of date" just because other theories
are introduced.
Limitations of the 5 P's Model. Disadvantages
 People applying the 5 P's Model need to individually or as a team understand not only
basic leadership and management concepts, but also strategic management,
organizational development, process management, and systems thinking.

What is the Team Management Profile? Description
While the traditional unit of appraisal in an organization is the individual, increasingly the focus
is on the team to get things done. The Team Management Profile, -Wheel and -Index (™) from
Dr Charles J. Margerison and Dr Dick J. McCann constitute a method particularly useful for
assessing work preferences in team context, and can also be used for assessing individual and
organizational preferences.
The Team Management Profile Questionnaire is "a 64 item normative, forced-choice instrument
which measures work preferences along the four key factors of relationships, information,
decisions and organization. The scores on these constructs are then mapped on to the Team
Management Wheel resulting in a major role preference and two related roles".
According to Margerison and McCann Types of Work Model, in general 9 essential team
activities can be distinguished:
1. Advising. Gathering and reporting information.
2. Innovating. Creating and experimenting with ideas.
3. Promoting. Exploring and presenting opportunities.
4. Developing. Assessing and testing the applicability of new approaches.
5. Organizing. Establishing and implementing ways of "making things work".
6. Producing. Concluding and delivering outputs.
7. Inspecting. Controlling and auditing the working of systems.
8. Maintaining. Upholding and safeguarding standards and processes.
9. Linking. Coordinating and integrating the work of others.
Environments where diverse thinking is encouraged are believed to be conducive to innovation
and finding better solutions.
Work preferences are measured in four main ways. First, preferences for extroverted and
introverted work. Second, the balance between practical and creative work. Next, the influence
of analysis and beliefs in decisions. Fourth, the extent to which you want to work in a structured
or flexible way. These factors combined have a powerful influence on job choice, job
satisfaction, motivation, teamwork, learning and development, and career moves.
This provides 8 team role preferences that people can perform in the
Team Management Wheel (fig):
1. Reporter / Adviser. Supporter, helper, tolerant; a collector of
information; he dislikes being rushed; knowledgeable; flexible.
2. Creator / Innovator. Imaginative; future-oriented; enjoys
complexity; creative; likes research work.
3. Explorer / Promoter. Persuades, "seller"; likes varied, exciting,
stimulating work; easily bored; influential and outgoing.
4. Assessor / Developer. Analytical and objective; developer of
ideas; enjoys prototype or project work; experimenter.
5. Thruster / Organizer. Organizes and implements; quick to decide; results-oriented; sets
up systems; analytical.
6. Concluder / Producer. Practical; production-oriented; likes schedules and plans; pride in
reproducing goods and services; values effectiveness and efficiency.
7. Controller / Inspector. Strong on control; detail-oriented; low need for people contact;
an inspector of standards and procedures.
8. Upholder / Maintainer. Conservative, loyal, supportive; personal values important;
strong sense of right and wrong; work motivation based on purpose.
The Linking Role is shared by all team members. Work preferences reflect the psychology of
the emotions and desires that you and others bring to the job. Where there exists a low
alignment, or mismatch, then people tend to either adapt the job to their preference, or move to
another job.

Origin of the Team Management Profile. History
The study of group dynamics began after the end of the Second World War. The terms teams and
teamwork, although common in sport, did not become commonly used within organizations until
the 1970s. Work Preferences has links to the theory of Carl Jung on Individuation and Peter
Drucker on developing personal strengths in the work context. It is the alternate to Type Theory,
where assessments tend to stereotype people. Work preferences reflect choices that people make,
rather than being stereotyped.
Calculation of the Team Management Profile. Formula
Measured by the Team Management Questionnaire, a 64 item set of questions to provide a 5000
word personal profile.
Usage of the Team Management Profile. Applications
Has been used by over 1000 organizations in more than 100 countries for:
 Teamwork improvement.
 Project staffing and management. Work allocation.
 Basis for continuing professional / individual development.
 Basis for leadership and talent management. Counseling.
 Cross functional teamwork communication.
 Recruitment and selection, career development and promotion.
Steps in assessing your individual Profile. Process
1. Self assessment via completion of the Team Management Questionnaire.
2. Receipt of personal Work Preferences Feedback Profile.
3. Reading and discussion on applications to work.
4. Action on the issues agreed.
5. Review of the results and the learning en route.
6. Sharing the above with colleagues and clients to improve performance.
Strengths of the Team Management Profile. Benefits
 Particularly useful for putting together and managing project teams.
 Strengths of people are leveraged in teams.
 While individuals should be encouraged to work in areas that match their preference, it is
the responsibility of the team as a whole to make sure all types of work are covered.
 Understanding work preferences, both your own and other people's, are vital to
successfully managing colleague and client relationship, and improving personal
performance.
 What we prefer we tend to practice, and what we practice is where we tend to perform
well.
 Focus is on personality in work, less on personality / life in general.
Limitations of the Team Management Profile. Disadvantages
 Focus is on personality in work, less on personality / life in general.
 Focus is on working in teams, less on individual scores or organizational scores.
 The dynamics of a group are the constantly changing relationships and influences that
occur between the people within that group. Because of changing
team composition and changing objectives, the dynamics of a team are rarely stable for
very long.
 Conflict can be the result of having diverse personalities in a group, but a team that is
committed to diversity will use conflict and disagreement to their advantage.
 Method is based on self-assessment. Not everybody is capable of making the right
judgments and willing to be honest.
Assumptions of the Team Management Profile. Conditions
 Work preferences are important to people.
 People tend to practice what they prefer.
 People perform better in those areas that match their work preference.
 People do their best to ensure that these are satisfied in their jobs (or they will move on
elsewhere).




The Seven Habits model of management and leadership guru Stephen Covey is a theory that is
applicable to our personal life, our social life and our working life. However the Seven Habits
framework is highly applicable for leaders and managers. According to Covey, our paradigms
affect how we interact with others, which in turn affects how they interact with us. Therefore
Covey argues that any effective self-help program must begin with an "inside-out" approach,
rather than looking towards our problems as "being out there" (an outside-in approach). We must
start with examining our own character, paradigms, and motives.
The Seven Habits of Covey
1. Be proactive. This is the ability to control one's environment, rather than the opposite, as
is so often the case. Managers need to control their own environment, by using self-
determination and the ability to respond to various circumstances.
2. Begin with the end in mind. This means that the manager must be able to see the desired
outcome, and to concentrate on activities which help to achieve that end.
3. Put first things first. A manager must manage his own person. Personally. And
managers should implement activities which aim to achieve the second habit. Covey says
that habit 2. is the first, or mental creation; habit 3 is the second, or physical creation.
4. Think win-win. This is the most important aspect of interpersonal leadership, because
most achievements are based on shared effort. Therefore the aim needs to be win-win
solutions for all.
5. Seek first to understand and then to be understood. By developing and maintaining
positive relationships through good communications, the manager is understood by
others, and he can understand the subordinates.
6. Synergize. This is the habit of creative cooperation: the principle that collaborating
towards attaining a purpose often achieves more, than could be achieved by individuals
working independently.
7. Sharpen the saw. We should learn from our previous experiences. And we should
encourage others to do the same. Covey sees development as one of the most important
aspects for being able to cope with challenges, and for aspiring towards higher levels of
ability.
In his 2004 book: "The 8th Habit: From Effectiveness to Greatness", Covey introduces an
additional eighth habit:
8. Find your voice and inspire others to find theirs. Striving towards "greatness", means
to act with integrity as an individual and to help others to do the same. According to
Covey, this habit represents the 3rd dimension of his model. Greatness is the overlap of:
 Personal greatness. Applying the 7 habits in the forms of: vision, discipline, passion and
conscience.
 Leadership greatness. Applying the 4 roles of leadership, which are modeling the 7
habits:
o Path finding. Creating the blueprint.
o Aligning. Creating a technically elegant system of work.
o Empowering. Releasing the talent, energy, and contribution of people.
o Modeling. To build trust with others. The heart of effective leadership.
 Organizational greatness. This is greatness turned into a vision, mission and values.
This brings clarity, commitment, translation, synergy, and enables accountability.























What is the 8D Problem Solving Method? Description
The 8D Problem Solving (Eight Disciplines) approach can be used to identify, correct and
eliminate the recurrence of quality problems. 8D is a problem-solving methodology for product
and process improvement. It is structured into eight disciplines, emphasizing team synergy. The
team as a whole is believed to be better and smarter than the quality sum of the individuals. 8D is
also known as: Global 8D, Ford 8D, or TOPS 8D.

Origin of the Eight Disciplines concept. History
The U.S. Government first used an 8D-like process during the Second World War, referring to it
as Military Standard 1520 (Corrective action and disposition system for nonconforming
material). Ford Motor Company first documented the 8D method in 1987 in a course manual
entitled "Team Oriented Problem Solving". This course was written at the request of senior
management of the Power Train organization of the automaker, which was facing growing
frustration at the same problems that were recurring year after year.

Usage of the Eight Disciplines Problem Solving approach. Applications
 Major non-conformances
 Customer complaints
 Reoccurring issues
 Team approach needed
Steps in 8D Problem Solving. Process
D0. Prepare and Create Awareness. First, you need to prepare for 8D. Not every problem
warrants/requires an 8D. Also, 8D is a fact-based problem-solving process involving some
specialized skills and a culture that favors continuous improvement. There may be some
education and training required before 8D will work effectively in an organization.
 D1. Establish the Team. Assemble a cross-functional team (with an effective team
leader) that has the knowledge, time, authority and skill to solve the problem and
implement corrective actions. And set the structure, goals, roles, procedures and
relationships to establish an effective team.
 D2. Describe the Problem. Define the problem in measurable terms. Specify the internal
or external customer problem by describing it in specific, quantifiable terms: Who, What,
When, Where, Why, How, How many (5W2H Analysis).
 D3. Implement and Verify Interim Containment Actions. Temporary Fixes. Define
and implement those intermediate actions that will protect any customer from the
problem until permanent corrective action is implemented. Verify the effectiveness of the
containment actions with data.
 D4. Identify and Verify Root Causes. Identify all potential causes that could explain
why the problem occurred. Cause and Effect Diagram. Test each potential cause against
the problem description and data. Identify alternative corrective actions to eliminate root
cause. Note that two parallel types of root causes exist: a Root Cause of Event (the
system that allowed for the event to occur), and a Root Cause of Escape / Escape Point
(the system that allowed for the event to escape without detection).
 D5. Choose and Verify Corrective Actions. Confirm that the selected corrective actions
will resolve the problem for the customer and will not cause undesirable side effects.
Define contingency actions, if necessary, based on the potential severity of the side
effects.
 D6. Implement and Validate Permanent Corrective Actions. Choose ongoing controls
to insure the root cause is eliminated. Once in production, monitor the long-term effects
and implement additional controls and contingency actions as necessary.
 D7. Prevent Recurrence. Identify and implement steps that need to be taken to prevent
the same or a similar problem from occurring in the future: modify specifications, update
training, review workflow, and improve management systems, operating systems,
practices and procedures.
 D8. Congratulate the Team. Recognize the collective efforts of your team. Publicize
your achievement. Share your knowledge and learning throughout the organization.
Strengths of the 8D Problem Solving Method. Benefits
 Effective approach at finding a root cause, developing proper actions to eliminate root
causes, and implementing the permanent corrective action.
 Helps to explore the Control System that allowed the problem to escape. The Escape
Point is studied for the purpose of improving the ability of the Control System to detect
the failure or cause when and if it should occur again.
 The Prevention Loop explores the systems that permitted the condition that allowed the
Failure and Cause Mechanism to exist in the first place.
Limitations of the 8D Problem Solving framework. Disadvantages
 8D training can be time consuming and difficult to develop.
 Requires training in the 8D problem-solving process as well as data collection and
analysis tools such as Pareto diagrams, Fishbone Diagrams, and flowcharts to name just a
few.





"Because it entails introducing something new and substantially different from what prevails in
existing cultures, cultural innovation is (...) more difficult than cultural maintenance. When
innovation occurs, some things replace or displace others... People often resist such changes.
They have good reasons to. The successful management of the processes of culture change or
culture creation often entails convincing people that likely gains outweigh the losses".

In their excellent book "The Cultures of Work Organizations", Harrison Trice and Janice Beyer
provide a number of ideas that you should remember and consider when you are changing the
culture of an organization:

Eight considerations to keep in mind when changing organization cultures
1. Capitalize on Propitious Moments. For example poor financial performance. Make sure people actually
perceive the need for change.
2. Combine Caution with Optimism. Create an optimistic outlook regarding what the change effort will
bring.
3. Understand Resistance to Culture Change. Both at the individual level [fear of the unknown, self-
interest, selective attention and retention, habit, dependence, need for security] and at the organizational
or group level [threats to power and influence, lack of trust, different perceptions and goals, social
disruption, resource limitations, fixed investments, interorganizational agreements].
4. Change Many Elements, But Maintain Some Continuity. For example identify the principles that will
remain constant.
5. Recognize the Importance of Implementation. Initial acceptance and enthusiasm are insufficient to
carry change forward:
o adoption
o implementation
o institutionalization.
6. Select, Modify, and Create Appropriate Cultural Forms. Employing symbols, rituals, languages,
stories, myths, metaphors, rites, ceremonies.
7. Modify Socialization Tactics. The primary way that people learn the corporate culture is through the
socialization process at the beginning of their employment. Because of that, if these socialization
processes are changed, an organization's culture will begin to change.
8. Find and Cultivate Innovative Leadership. Members are unlikely to give up whatever secure stability
they derive from existing cultures and follow a leader in new directions unless that leader exudes self-
confidence, has strong convictions, a dominant personality, and can preach the new vision with drama and
eloquence.








Analyzing organizational effectiveness and leadership roles. Explanation of
Competing Values Framework of Quinn and Rohrbaugh. ('83)
What is the Competing Values Framework? Explanation
The Competing Values Framework of Robert Quinn and Rohrbaugh is a theory that was
developed initially from research done on the major indicators of effective organizations. Based
on statistical analyses of a comprehensive list of effectiveness indicators, Quinn and Rohrbaugh
(1983) discovered two major dimensions underlying conceptions of effectiveness.
Competing Values in Organizational Effectiveness
 The first dimension is related to organizational focus, from an internal emphasis on the well-
being and development of people in the organization towards an external focus on the well-
being and development of the organization itself.
 The second dimension differentiates the organizational preference for structure and represents
the contrast between stability and control and flexibility and change. Together the two
dimensions form four quadrants.
The Competing Values Framework got its name because the criteria within the four models at
first seem to carry conflicting messages. Organizations must be adaptable and flexible, but we
want them at the same time to be stable and controlled. A paradox.

Each quadrant of the framework represents one of four major models of organization and
management theory (Quinn 1988):
1. 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.
2. Open Systems Model. Emphasizes flexibility and external focus, and stresses readiness, growth,
resource acquisition and external support.
3. 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.
Competing Values in Leadership Roles
Another variant of the Competing Values Framework deals with leadership. Quinn uses his
competing values framework of organizational effectiveness to organize the literature on
leadership. Eight categories of leader behavior, or roles, emerge from his review of the literature.
The figure on the right plots these eight roles onto the same framework as for the organizational
effectiveness.

The resulting model of leadership was derived theoretically and represents "a hypothetical rather
than an empirical statement about the perceptual understructure of leadership".
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 that are represented by each set of
expectations.
The Competing Values Framework can be used in organizational context. It can be used as a
strategic tool to develop supervision and management programs. It can also be used to help
organizations diagnose their existing and desired cultures. Furthermore, it can be seen as a tool to
examine organizational gaps. Another function might be to use it as a teaching tool for practicing
managers. Or to help interpret and understand various organizational functions and processes.
Another application is: to help organizational members better understand the similarities and
differences of managerial leadership roles.