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Partnerships with People |
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Partnerships with People |
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| Management Development & Investors in People | |
| Blake & Mouton's Managerial Grid Model & The Investors in People Framework The “Grid” approach to management development places the emphasis on changing organisation culture before putting in place the necessary strategies and actions which lead to Investors in People. Only in this way is there reasonable prospect that new approaches to management can survive the negative pressures which otherwise cause them to be abandoned. The approach is based upon the “3 universals” in organisations : 1 - Purpose 2 - People 3 - Hierarchy (how power is exercised) In order to increase the effectiveness of an individual manager dealing with his/her people, as well as the organisation as a whole, change must take place in the organisation culture itself. To try to change procedures or processes whilst ignoring the expectations of those who manage only provokes resistance to change and may eventually cause improvement efforts to be set aside. As a result many organisations are being operated in ways which fit the past but are severely maladapted to the requirements of tomorrow. The Grid development model is based on several active interventions and uses negotiation, participation and involvement throughout, although data gathering and diagnosis generally uses a combination of communication and consultation. The very purpose of an organisation is to allow us to do more together than we could alone. The Grid 3Rs model is an effective tool for changing behaviour because it focuses our attention to “operational conduct” and enables us to correlate what we observe in ourselves and others to underlying assumptions and to the consequences of that conduct. We begin to understand why we act as we do. Resources................Relationships.................Results Active Interventions Stage 1 Grid workshops Stage 2 Teambuilding Stage 3 Inter-team/function/dept. development Stage 4 Management skills & ideal model audit Stage 4a Management & staff development Stage 5& 6 Evaluation & consolidation Stage 1 Grid Workshops The primary purpose of these workshops is to establish the nature of the management process under IiP and the cultural change which it requires. Managers from all parts of the organisation are required to attend so this becomes an organisation-wide intervention. On a more practical level, managers will understand the concepts and operation of the Grid and this will enable them to learn new management styles and appropriate behaviours. These also begin the process of achieving congruence between building a team for long term success and the influencing factor of organisational culture. These workshops last for half a day each. Stage 2 Team Building This is a set of Grid activities aimed at intact and discrete work teams in the organisation. After attending stage 1 individual managers experience stage 2 with colleagues. The purpose is to increase the effectiveness of work teams in terms of their problem solving ability. This is done by examining and improving the Team Manager orientation of the individual manager. Since this stage is applied throughout the organisation, then it produces common ways of working. These workshops last for half a day each. Stage 3 Inter-group development The second intervention is further reinforced and extended through this third stage. The focus here is multiple groupings in the organisation such as teams from marketing, production, finance etc. The aim is to examine and improve the way different functions, departments or sections work together in support of achieving organisational objectives. Issues considered in this stage will include such items as systems for communication/co-ordination, attitudes towards different functions and interpersonal relationships between different departments. There are many possibilities in terms of design of activities here. Stage 4 Management - Ideal model - core skills audit The focus for this activity is the Senior Team and building an ideal strategic IiP model which encompasses : a) Basic HR policies and practices. b) Identifying core development requirements for Management and staff to maintain organisational thrust. c) (a) & (b) in the context of describing the nature and character of the organisation's activities to be pursued in the future. d) Core skills development plan including IiP Management competencies Stages 5 & 6 Implementation, consolidation & evaluation This stage is to do with implementing the ideal IiP model throughout the organisation. This entails : - diagnosis against ideal model(12 evidence criteria) - gap analysis - by team - by organisation - monitoring & evaluating organisational gains (top team perspective) To find out more, e-mail : profileag@csi.com |
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