reddins 3d model

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leadership Model

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He was a managementbehaviorist, theorist, writer, and consultant. The focus of his work was to understand to what extent managers were effective in their role and successful in managing situations to have the right impact on the organizations objectives. Reddin conceptualized 3-D management, from managerial grid developed by Blake and Mouton.

The 1-D Theories suggest one particular style is better than another The 2-D Theories suggest that a variety of styles may be appropriate. The 3-D Theory shows how and when each style is effective.

Notion of a single ideal management style was not sound nor useful. Managers effectiveness as key to an organizations success. Managerial styles are best understood in relation to specific situations and to the effectiveness it had on advancing the goals and success of an organization. Relationship orientation and task orientation are relatively independent and that a manager can exhibit high or low degrees of each.

HIGH

HIGH

TO - Task Orientation RO - Relationship

Cautions/careful/ conservative Prefers paper work Looks for established principles Accurate/precise/correct Steady/ patient Calm/modest/discreet

HIGH

HIGH

People come first Emphasizes personal development Informal/quiet/unnotice d Long conversations Sympathetic/accepting/ friendly

HIGH

HIGH

Determined / Aggressive / Confident Busy / Driving / Initiating Sets individual tasks and standards Selfreliant/Independent / Ambitious uses rewards, punishments

HIGH

HIGH

Derives authority from aims and ideals Integrates individual with organization Wants participation Prefers shared objectives Interested in motivational techniques Prefers teamwork

HIGH

HIGH

HIGH

HIGH

HIGH

Develops talent Open communication Works well with others Trusted by others

Uses teamwork in decision making Induces commitment Encourages high performance Co-ordinates others to work Decisive/shows initiative Industrious /energetic Finisher/committed Obtains results Develops & processes new ideas

Follow rules, regulations Reliable/dependable Maintains system Fair/just/equitable Responds to disputes with rules & regulations

HIGH

HIGH

Avoid conflict Pleasant/warm/kind Seeks acceptance of self Avoids initiation/ gives no direction Not concerned with out put Works to rules, min output Avoids responsibility Gives few useful opinions/suggestions Non creative/ narrow minded Resists change/uncooperative

Over uses participation Weak/avoids decision Encourages high performance Ambiguous/distrusted

Critical/ threatening Makes all decisions Demands obedience Wants action & results quickly Acts without consultation

HIGH

Faster change in key business outputs Increase in organizational flexibility Quicker response to meet business environment challenge Greater creative capability and a higher frequency & intensity of innovation Optimum use of talent through improved business awareness Market leadership through strengthened competitiveness and competitive advantage

The appropriate use of the four basic management styles is the solution to managerial effectiveness. There is no one right management style, as depending upon the variable, any of the four basic styles can be successful if used appropriately. It offers one the opportunity to control ones own behavior and influence that of others in a positive way. With Reddin's output-orientated method one will learn how to focus resource on essentials, a style that will stimulate ones staff to innovate for immediate enhanced result.