3-D MES confronts teams with a range of defined problems that they must solve. Problems often turn out to relate to methods by which manager effectiveness can be achieved through recognition of their situational reality and an effective approach to solve these. Teams will solve such problems in their team room, following which they will present and discuss their solutions with the other teams in the main conference room to compare their effectiveness, decision-making process and execution.
In Result Orientated Management, the manager sets goals and determines priorities and makes available resource that are needed: time, money and capacity. The employee offers his time, knowledge and talents and sets out the conditions against which he or she can deliver the required result. In doing so, he or she takes personal responsibility for achieving those results.
Result Orientated Management helps to translate corporate goals into Strategic Business Unit goals and individual goals. The process of Result Orientated Management is preferably top down as well as bottom up and consist of the following steps:
To translate corporate goals into Strategic Business Unit goals and individual goals;
Managers will need two sorts of help to do this – namely 1. Simple frames (lists) to help them to look at their situation clearly and 2. Group means of working together to minimise defensiveness and to enhance objectivity and commitment. The process of moving towards output-orientation is described as 1. Beginning with the definition (using group methods) of an organisational output statement derived from the corporate strategy. This is to be followed by 2. the production of job descriptions that complement organisational effectiveness objectives by defining 2.a. a manager's key result areas, 2.b. means of measuring his or her outputs and 2.c.his / her levels of authority.
Reddin cautions against tinkering with or adopting the well-tested Reddin 3D seminar on a "do it yourself ' basis. In times of lean staffing, few personnel departments will have the time or expertise to produce an equivalent program, and certainly the risk for failure of doing so is big. It is unlikely that there would be a second opportunity to pioneer any "freeze - change - unfreeze" process if the first one failed!
To be effective, an organisation must be capable of adapting to changing circumstance and must be flexible if and where required. An organisation that can make appropriate change in its procedures, structure or products and services can maintain effectiveness. Larger organisations often find difficulty to achieve such flexibility. Sometimes ideas are accepted or recognized and departmental rivalry may hinder change. There is a tendency to focus on the current well functioning, rather than on an outstanding performance in the future. A 'change program' becomes a necessity.
On purpose Reddin 3D program has been designed to provide means to change all the problems of the whole organisation. It is now being used for 1. The introduction of new technologies, 2. To facilitate quality programs, 3. To shift decision making levels downwards, 4. To introduce a market orientation, 5. To unfreeze an organisation, and 6. To achieve other specific purposes. 3D programme embeds all the ideas of the Reddin 3D theory of manager effectiveness in a fully operational organisation.
In essence 3D program offers managers the opportunity to deploy their skills in terms of situational sensitivity, style flexibility and situational management. It provides the possibility to cast an open, honest look at the actual situation as these interact with the managerial and organisational effectiveness.
To clarify business intelligence
To decide on the most appropriate leadership style to help improve organisational effectiveness
To develop skills that will help improve leadership influence on effectiveness
To establish decision-making policies
By means of scientific and technological advance, particularly in computer technology, organisations, whether profit or non-profit, were affected by a whole range of changes. The economic situation had changed. People had acquired a higher standard of living and wanted an ever higher one. More recently we have seen economic recession and a broad uncertainty about the future. Staff relations have changed as employees demanded a greater say in their businesses. The change from a paternal to a participative style of management has come late to some institutions. Consumers have demanded and obtained greater protection, there institutions have taken on some mighty businesses. Government interferes in production, introducing more controls, more regulations and forcing more openness.
One of the greatest changes that has happened place - and still is taking place - is the change from private and family owned businesses to publicly owned ones, a change that has been caused not just by the industrial climate but also by our tax system. Mergers and diversification have increased the size and complexity of businesses. Companies have reorganised and rationalised their businesses. They have expanded into international markets and, once there, have had to face stiff competition whilst also learning to face such competition at home. Finally, there has been decentralisation which has been a notable problem to many members of our management profession. To some extent, the middle manager of today has taken the place of the owner of yesterday. Now he is the "gaffer" putting employees to work.
The figure below shows Bill Reddin’s model and demonstrates that the four less effective manager styles are Deserter, Missionary, Autocrat and Compromiser, while the four more effective styles are Bureaucrat, Developer, Benevolent Autocrat and Executive.
Missionary style is primarily interested in harmony,
Compromiser style means a poor decision maker, that is over influenced by pressures of work, whom minimizes immediate pressures and problems rather than maximizes long term production,