Reddins 3 D Management Theory

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  • Topic: Management, Peter Drucker, Management styles
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ASSIGNMENT
Mar Athanasios College For Advanced Studies, Tiruvalla (MACFAST)| REDDINS 3D MANAGEMENT THEORY|
MANAGEMENT OF CHANGE & ORGANIZATIONAL DEVELOPMENT|
|
Submitted to |
Mr. Aneesh BabuAssistant Professor,Department of Management StudiesMACFAST|

Submitted by

Meghna George Meenathekonil
S-3 MBA (MACMATES)
Roll # 42

Monday, 01st October, 2012

CONTENTS
ABSTRACT| 3|
Introduction| 3|
Foundations of Philosophy| 3|
The 3-D Theory | |
* Influences| 4|
* Concepts| 5|
* The 3-Dimensions| 6|
* Rationale| 6|
* Assumptions| 6|
* Central Tenets| 7|
* 3-D Leadership Model| 8|
* Merits| 10|
* Criticism| 10|
APPENDIX| 11|
BIBLIOGRAPHY| 12|

THE 3-D MANAGEMENT THEORY: REVIEW

Abstract
The "3D Model" is a situational leadership model which, as such, is based on practical selectivity and situational sensitivity. It is a model that describes the behaviour that a manager must follow in order to be effective. The fundamental feature of the model is that in order for a manager to be effective, the style used should be the appropriate one for the situation that is faced.

Introduction
* Professor William ”Bill” James Reddin made the breakthrough in practical leadership theories with the development of the first relatively austere method of measuring “situational demands” – i.e. the things that dictate how a manager must operate to be most effective.  * Reddin advanced a theory to explain a critical and fundamental aspect of organizational success. * Though the model was based on the two basic dimensions of leadership identified by the Ohio State studies-Task-orientation and Relationships-orientation. * To this was introduced a third dimension – Effectiveness-what resulted when one used the right style of leadership for the particular situation. This concept of managerial effectiveness is the central issue of Reddin’s research, teachings, writings, diagnostic material and in his consulting and training. * Dr. William James Reddin (May 10, 1930 - June 20, 1999)-a British-born management behavioralist, theorist, writer, and consultant published works, examined and explained how managers in profit and non-profit organizations behaved under certain situations and conditions. * Bill Reddin frequently referred to himself as an occupational sociologist, concerned with people and their work effectiveness. * 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 was often quoted as saying both in his writings, to his clients and to his students, that there is no ideal style of managing; and there is no one way to make an organization more effective. * He went on to write that his works’ intent were to serve as a substitute for prescriptive management-guru advice prevalent in modern business, to enable the manager and leader in diagnosing what is the true situation and what are the true needs.

Foundations of his philosophy
* Reddin’s two year stint at Harvard, impacted his thinking of the impact of management on a society of people, and the social responsibility of organizations therein. * In his two years at Harvard Business School he was dismayed that certain subjects like ethics were not part of the course offerings or part of the curriculum’s dialogue and that they were assigned only one book (“Carl Roger’s Counseling and Psychotherapy’) on exploring organization and people. Out of this expertise came his thinking around compassionate management, akin to a do unto others approach. He wrote that it is important to ‘'consider the enterprise not only as a technical or administrative system but also a human system. * Reddin received a Sloan Doctoral Fellowship from the MIT Sloan School of Management following graduation from Harvard. It was...
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