Leadership Dilemmas--Grid Solutions
Gulf Publishing Company, 1991 - Business & Economics - 377 pages
Here's an all-new presentation of the most powerful, thoroughly tested, and widely used tool ever designed for improving human effectiveness and developing sound leadership.
For more than 25 years millions of people have been using the Grid framework to achieve optimum organizational and personal productivity. Built on the foundations of Blake and Mouton's best-selling management classic 'The Managerial Grid' (more than 2 million copies in print!) this new book employs dynamic literary action - characters, dialogue, storyline - to fuse Grid theory with workplace reality. It gives you a front row seat to observe, react to, and, therefore more clearly comprehend and successfully apply proven Grid solutions.
You almost become a cast member in this 'management drama' as the employees of the company Celarmco interact with their colleagues, subordinates, and bosses. You witness the delicate dynamics of managerial and personal behavior as these characters project and respond to Grid styles that reflect various degrees of concern for performance and people. But make no mistake. This completely new version contains the same descriptions, definitions and explanations of the Grid framework that is improving human relations and increasing productivity in 37 corporations worldwide. Still covered are the major approaches for managing work and people (9,1; 1,9; 9,9; etc); solving conflict; handling organizational change; and developing strong leadership.
If you are familiar with Grid concepts, the real-life scenarios in this book will give you fresh new insights into applying them. If this is your first exposure to the Grid, you will discover a valuable, effective system for better understanding 'what makes a person tick'. 'Leadership Dilemmas - Grid Solutions' is a classic management text for all the right reasons - it's sound, it's practical, it's understandable and widely applicable. It clearly shows that leadership and managerial excellence can be learned - and it shows how!
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Elements of Leadership 16 Assumptions Underlie
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1,1-oriented individual 1,1-oriented manager 1,9-oriented boss 1,9-oriented person 5,5 Reactions 9,1-oriented leader 9,9 Grid style 9,9 orientation 9,9-oriented subordinate acceptable achieve action activity advocacy Al's team approach asked assumptions attitude avoid become behavior Ben's better boss's characterize commitment concern for production Conflict Solving confront contribution convictions creativity critique deal decision disagreement Ed's effective effort exercise facadist fear feedback feel Figure Frank gain goal Harriet idea initiative input inquiry interaction involved issue keep lead leadership learning look means meeting negative Okay operate opportunistic subordinate opportunity organization orientation participation paternalistic boss point of view position possible potential problem question Reactions Reactions to 9,1 relationships replied responsibility seeks situation solution someone sound stay subordinate's team building team members teamwork tell things Tony underlying understanding unlikely What's words