Leadership Dilemmas--Grid SolutionsHere'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! |
From inside the book
Results 1-3 of 81
Page 51
... what's on your mind then ? " " It's what I said in the meeting , " stated Ed . " You're part of the movement , too . " " What movement ? " asked Ben . " All this participation nonsense means one thing to me , " replied Ed , " a lot of ...
... what's on your mind then ? " " It's what I said in the meeting , " stated Ed . " You're part of the movement , too . " " What movement ? " asked Ben . " All this participation nonsense means one thing to me , " replied Ed , " a lot of ...
Page 52
... what you tell them ? They may do it because you're the boss , but with what amount of commitment ? You see , you keep ... what's going on if you only listen to yourself or , worse yet , if you only hear your own rational- izations ? How ...
... what you tell them ? They may do it because you're the boss , but with what amount of commitment ? You see , you keep ... what's going on if you only listen to yourself or , worse yet , if you only hear your own rational- izations ? How ...
Page 206
... what you're describing . They use stand - up black- boards , flipcharts , or newsprints , and they keep a running account of what's being discussed . Why don't I get something along these lines for us to use ? Then we can all be working ...
... what you're describing . They use stand - up black- boards , flipcharts , or newsprints , and they keep a running account of what's being discussed . Why don't I get something along these lines for us to use ? Then we can all be working ...
Contents
Elements of Leadership 16 Assumptions Underlie | 23 |
Chapter 3 | 50 |
Chapter 5 | 98 |
Copyright | |
8 other sections not shown
Common terms and phrases
1,1-oriented individual 1,9-oriented person 5,5-oriented boss 5,5-oriented manager 9,1 Reactions 9,9 Grid style 9,9-oriented subordinate acceptable achieve action activity advocacy Al Jennings Al's team approach asked assumptions attitude avoid backup style become behavior Ben's better boss's characterize commitment concern for production Conflict Solving confront contribution convictions creativity critique 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 leader learning look means meeting minus motivation negative Okay operate opportunistic subordinate opportunity organization orientation paternalistic boss point of view position possible potential problem question Reactions Reactions to 9,1 relationships replied responsibility seek situation solution sound stay subordinate's team building team members teamwork tell things tion Tony underlying understanding unlikely What's words