What is Management Grid in Change Management

Grid Management focuses on the interaction between the individual and the organization.

The presumption is that the organization as a structure and management influences the development of the staff, but also the level of the staff influences the structure of the organization (“Every organization deserves its leader”). Reference: “What is Management Grid in Human Resources Management“, https://mpmu.org/what-is-management-grid-in-human-resources-management/

There are 6 phases in the “Management Grid” system:

Phase 1 – training in the basic theories of a lattice. The basic theory is that in organizational management there are always two directions – to production and to work with people who perform the activity (according to where a leader tends, the style of management is determined).
Phase 2 – building working groups and work situations that will take place in groups.
Phase 3 – building cooperation between groups and within the groups themselves (overcoming conflict situations).
Phase 4 – building a strategic model for change.
Phase 5 – development of a plan and methods for the implementation of specific units in the organization (at a lower level).
Phase 6 – analysis of the course of change (development is followed by analysis and adaptation of plans according to the achieved level).

This theory requires the simultaneous acquisition of knowledge about the development of the staff itself and the development of the economy and technology. Preparation is needed for exactly how to carry out the steps – systematic courses and training are planned. Reference: “Objectives of Human Resources Management (HRM)“, https://www.powerhp.net/objectives-of-human-resources-management-hrm/

Here, too, certain steps are followed (almost as in the case of T-groups):

Step 1 – Start with the group in the organization itself (but without leaders). In the groups themselves (unlike the T-groups) we work with questionnaires, with an analysis of the results of specific work. The goal is to realize the style of leadership, to build beliefs about what is better and what is perceived by people. The ways of working in:

Step 2 – participants are trained in new knowledge about social development and its application in real situations. Objective: To build a better style of work and management. Solutions to specific business tasks or business games are used (as examples).

Step 3 – goal: localization and management of intergroup conflicts and establishing a style of cooperation. Conflict resolution training.

Step 4 – work with senior executives to build a strategic model for change in the organization and this change is done at several levels. Separate models are drawn up for: financial goals, change in the structure of the organization, policy, and strategy, problem-solving, and external relations of the organization (which hinder or help its development). The sequence (according to the conditions) of activation of these models is determined.

Step 5 – all departments and structural units in the organization must develop their development plans following the already adopted common model.

Step 6 – analysis and verification of what has been done and filling in gaps. Reference: “Development of the Human Resources Management (HRM) concept“, https://customer-service-us.com/development-of-the-human-resources-management-hrm-concept/

This theory pays great attention to communications and planning.

Types of approaches to change in organizations

There are 3 types of approaches to change:

1. Individual. It requires the selection of the most appropriate person to head the organization and thus it is considered that the issue is resolved – if the candidate has attitudes, qualities, etc. that meet the requirements for the development of the organization. Reference: “Company development and problems of change in the organization“, https://ossalumni.org/company-development-and-problems-of-change-in-the-organization/ For example, a person comes with a new style of leadership that is more acceptable – he changes orders with discussions and accepts cooperation. This is considered to be a change in the organization. But this approach reflects an idealistic view and is suitable for an authoritarian type of leadership.

2. Systematic. The author of this approach is Yelden Koo. Emphasizes primarily changes in the organization. The aim is to preserve the staff, modernize the equipment, to introduce a new style of behavior (staff is stimulated to make decisions). The incentive system is very important here. Leaders are trained in sensitivity. Reference: “Evolution of the concept of Human Resources Management (HRM)“, https://www.mu7club.com/evolution-of-the-concept-of-human-resources-management-hrm/

The so-called “Scanlan Plan” – is a system of group incentives. The main requirements are 1) all members of the organization are stimulated depending on their contribution to the development of the organization; 2) committees have been created that help to identify and solve problems, identify obstacles to achieving the goals of the organization, and help to overcome them. According to Scanlan, the change will take place much faster if active employees (united in groups) work along the chain. Reference: “Theories of change management in organizations“, https://brightonbot.com/theories-of-change-management-in-organizations/

3. Interactive (interaction approach). It also attempts to change individuals in the system and in the system itself. Includes training of people who understand the importance of social processes in the organization, but unlike the systematic approach here the goal is to involve as many people as possible. In such groups, an assessment is made through the sensitivity training, based on which the structure of the organization, the new technologies, and the new organization are planned.

Example: Questionnaire for finding problems in the company:

  • 1. Do all collaborators know what the goals of the organization are, and are the priorities clear?
  • 2. Are there any unclear problems and are there any ambiguities at work?
  • 3. What can the team leader decide for himself?
  • 4. Are there deviations of associates who are too little informed about the problems of the organization?
  • 5. Are there any complaints about pay, or leadership style?
  • 6. What is the degree of motivation of individuals?
  • 7. What is the opinion of the associates (manager) about the manager (associates)?
  • 8. Is misconduct observed (eg accidents)?
  • 9. Do associates have gaps in their training?
  • 10. Are there any conflicts?

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