Reddins 3 D Management Theory
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,
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,
Bibliography: * Reddin, William J. Managerial Effectiveness. New York: Mc Graw-Hill, Inc. 1970. * Gardner, Howard. "Intelligence in Seven Steps" New Horizons for Learning. 1991. http://www.newhorizons.org. * Goleman, Daniel. Emotional Intelligence. London: Bloomsbury Pub. Plc. 1995. * Goleman, Daniel; Boyatzis, Richard and McKee, Annie. Primal Leadership. Boston: Harvard Business School Press. 2002.