He was a management behaviorist, 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 organization’s 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.

Manager’s effectiveness as key to an organization’s 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 OrientationRO - Relationship Orientation

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/unnoticed

Long conversations

Sympathetic/accepting/ friendly

HIGH

HIGH

Determined / Aggressive / Confident

Busy / Driving / Initiating

Sets individual tasks and standards

Self-reliant/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

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

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

Decisive/shows initiative Industrious /energetic Finisher/committed Obtains results Develops & processes new ideas

HIGH

HIGH

Avoid conflict Pleasant/warm/kind Seeks acceptance of self Avoids initiation/ gives no direction Not concerned with out

put

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

Works to rules, min output Avoids responsibility Gives few useful

opinions/suggestions Non creative/ narrow minded Resists

change/uncooperative

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

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 one’s 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 one’s staff to innovate for immediate enhanced result.