reddins 3d model
DESCRIPTION
leadership ModelTRANSCRIPT
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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.
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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.
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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.
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HIGH
HIGH
TO - Task OrientationRO - Relationship Orientation
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Cautions/careful/ conservative
Prefers paper work
Looks for established principles
Accurate/precise/correct
Steady/ patient
Calm/modest/discreet
HIGH
HIGH
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People come first
Emphasizes personal development
Informal/quiet/unnoticed
Long conversations
Sympathetic/accepting/ friendly
HIGH
HIGH
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Determined / Aggressive / Confident
Busy / Driving / Initiating
Sets individual tasks and standards
Self-reliant/Independent / Ambitious uses rewards, punishments
HIGH
HIGH
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Derives authority from aims and ideals
Integrates individual with organization
Wants participation
Prefers shared objectives
Interested in motivational techniques
Prefers teamwork HIGH
HIGH
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HIGH
HIGH
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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
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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
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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
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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.
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