Hamza Shabbir

18105620-001

MBA (1.5) 2nd

Management theory and practice

The 3-D Management Style Theory

SUMMARY:

Task arranging and relative orientation, are two personality variables whom weaken the ideological
elements of psychological typology of behavior of managing entities. continuous and consistent treatment
of variation, four kinds of extraordinary styles by which the latent is obtained. These styles are separate,
relationships, work, and integrated. Modern styles are classified effectively or ineffective in identifying the
orientation, work orientation, connection of hearing, or work relationship. Non-effective general practices
are autocrat, deserter, missionary, and compromiser. Effective standard styles are bureaucrat, producers,
extremely autocratic, executive. The 3dD principle connects 12 styles to typology of management behavior.
each style’s effectiveness is to the extent that the style of the work, and the direction, meets the situation of
the situation. for training and to provide a solid framework for behavioral communication the style model
is used. Three-dimensional grid or 3D leadership model of W.J Ridden, who presented the concept of
"position-oriented demands", though speaking about such leaders who would likely to be most efficient.
This model includes management grid beliefs and has included dimension effectiveness. The effectiveness
meant to know what the result was when someone used a specific procedure in a specific situation. Thus,
three-dimensional axis represents "work-orientation", "relative introduction" and "effectiveness". The
extent to which the direction of high priority is directed towards its subordinate efforts is called task
introduction. the person whose personal relationship with his subordinates and finally, affecting is called
relative validation and it means the manager is successful. When leadership style meets the needs of the
situation, then leadership can be efficient said effective. Four basic styles are followed by managers. The
one who engages in correcting the deviation is called separate manager. He is the same person who rules
the rules and implement them on others. The one who likes to work with others and sees the organization
as a social system where everyone works together is called relevant manager. Not worrying about the time,
she accepts others as she is and she does not try to change. The devoted manager is the same. He is just
about production. Meeting with subordinates and working without strength and responsibility is not her
thing. The one who that meets subsidiaries and eases bilateral communication is an Integrated Manager.
Building a strong teamwork and effective communication network is a major emphasis.