2. Chapter Two Management in context
2.2 The concept of Management Style
2.2.2 Leadership Theories
2.2.3.4 Applications of the Managerial grid
Chance
Finally, a set of managerial assumptions may guide a person's behaviour because he/she has not been confronted with, nor has discovered in his/her own experience, that other sets of assumptions about how to manage are available. "Chance," so to speak, has not helped him/her learn. Sut many managers, upon learning the variety of managerial style available to them, do shift, sometimes rather dramatically, from one style to another, as they seek to integrate people into production. Seeing alternatives, they embrace a different set of assumptions (Slake & Mouton : 1975).
The point to be emphasised here is that managerial styles are not fixed. They are not unchanging. They are detern1ined by a range of factors. Many are subject to modification through fom1al instruction or self-training of the kind possible through understanding and applying, The Managerial Grid, theory (Slake & Mouton : 1975).
MBA Dissertation Management style and its influence on Organisational Climate
by the National Industrial Conference Board, the Grid was mentioned as one of the most frequently identified behavioural science approaches to management (Yaeger, Sorensen, McKee ; 1999).
According to McKee (1999), "The Grid strategy for change and development is about learning how to use the power in organisation life effectively and in a manner that continually reinforces the core values of the corporation." The strategy is about understanding and learning how to build and maintain healthy and productive relationships that are characterised by trust, respect, openness, and candour. Grid is a strategy that provides a framework and practical tools for working with people in the most effective manner possible."
Mc Kee (1999) further states that, still today, the Managerial Grid enables people to gain perspective on themselves and the other people in their lives. Like all good tools, it simplifies the complex and provides tremendous positive leverage to personal energy. The theory and strategy give a constant and consistent frame of reference for making sense of the perpetually changing human equation in the workplace. As organisations are becoming more global, the Managerial Grid is growing internationally (Mc Kee : 1999).
International Use of Grid
The first report of the international application of the Grid appeared more than 30 years ago.
The article, published in 1968, reported data from over 1,000 different organizations including managers from the U.S., Canada, England, South Africa, Australia, Japan, South America, Iran, Lebanon, Saudi Arabia, Ira, Jordan and Yemen - data that proved to be a forerunner and comparable to later findings by Hofstede and Jaeger. The Managerial Grid continues to hold an important opposition in International organisational development (OD). The Grid is
presently extensively used in Ireland (David Coghlan, Tomas Head) and in Mexico (Carlos Diaz) and Grid work is currently being undertaken in 40 countries.
An iIlustration of intemational applications through a U.S.-based finn is the case of Dana Corporation, one of the world's largest independent suppliers to vehicle manufacturers. Dana Corporation operates major facilities in 32 countries and employees more than 86,000 people.
This corporation uses the Grid globally as part of its strategy to communicate their corporate culture management (Yaeger, Sorensen, McKee ; 1999).
At Dana, the Managerial Grid is implemented through Dana University, their internal education department which has delivered Grid training to over 800 personnel worldwide since 1991. Reported results of the Grid for one of these workshops was a savings of 30,000 British pounds per year and an inventory reduction of 160,000 pounds (Yaeger, Sorensen, McKee ; 1999).
Chicago Area OD and The Managerial Grid
Probably the first known Chicago-area Grid application was with the Chicago-based United Airlines. In efforts to reduce the role of human error in commercial airline accidents through increased collaboration within flight crews, United initiated a series of training programs based on the Managerial Grid. Dramatic illustrations of increased flight crew coIlaboration include such incidents as the successful resolution of endangering situations created by wind sheer of UAL Flight No. 663 from Denver in May 1984 and structural failure on UAL Flight No. 811 from Honolulu reported in the Wall Street Journal in 1989 (Yaeger, Sorensen, McKee ; 1999).
Shamine Rajcoomar Page 35 03.07.2002
MBA Dissertation Management style and its influence on Organisational Climate
Managerial Grid at the Tribune
The Tribune is a leading media company with operations in television and radio broadcasting, publishing, education and interactive ventures. It is an industry leader in venture partnerships with new media companies. A Fortune 500 company, Tribune had 1998 revenues of nearly $3 billion and is composed of business units in 20 major U.S. markets with nearly 12,700 employees. In 1999, for the second straight year, Tribune ranked No. 1 among its industry peers in Fortune magazine's list of America's most-admired companies management (Yaeger, Sorensen, McKee ; 1999).
At Tribune, they value teamwork, their ability to work together toward common goals, exchanging ideas and sharing resources. Within the company, organization boundaries must never become barriers to progress. For this reason, the Managerial Grid is incorporated into training sessions. Michele Manzo-Lembo, Director of Management Development for the Tribune Company, helps to promote Grid concepts to senior and middle management (Yaeger, Sorensen, McKee ; 1999).
"At Tribune Company, we introduced Managerial Grid in 1993 as the leadership model for an integrated management curriculum at our Sun-Sentinel newspaper unit. In 1996, this leadership training program was extended company-wide to managers in our broadcasting, education and publishing groups. Grid concepts are now presented in the Tribune Leadership Development Program for middle and senior managers," Manzo-Lembo explains.
She also describes the company's success using the Managerial Grid. "We continue to expand the use of Grid concepts. Today, we teach individuals about management styles and the impact of their behaviour and management practices. We are exploring the use of Grid
concepts on a work-group level because here is where its real power lies. Grid provides a clear, easy-to-understand framework for building effective, productive relationships. The use of feedback and critique in managing projects and work products helps set a foundation for candour, trust and respect among team members. It provides the tools to work toward win-win solutions."