Grid OD

Pramod Dhawan

Introduction
Designed by Blake and Mouton. It is a 6 phase program lasting about 3-5 years. In this, an organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.

The program utilizes a considerable no. of instruments, enabling individuals and groups to assess their own strengths and weakness. It focuses on skills, knowledge and processes necessary for effectiveness. The organizational program is conducted by internal members who have been pre-trained in Grid concepts. Basic to Grid OD program are the concepts and methods of Managerial Grid.

Phases
Pre-phase Phase 1: The Managerial Grid Phase 2: Teamwork Development Phase 3: Intergroup Development

Phase 4: Developing as Ideal Strategic Corporate Model

Phase 5: Implementing the Ideal Strategic Model Phase 6: Systematic Critique

Pre-phase
Selected key managers in the organization attend Grid seminar.

It is a week long experience based laboratory.

Managers learn about Grid concepts, assess their own styles using Managerial Grid questionnaire.

They learn both what the Grid OD program and how to conduct it in their own company.
At a Grid OD Seminar, participants are taught the materials involved in phases 2 to 6.

Phase I - Managerial Grid

Phase I (Contd.)
A Grid Seminar, conducted by in-company managers, is given to all the managers of the organization. The focus of training:
1. 2. 3. 4. 5. 6.

Assessing an individuals managerial style Problem solving Evaluating Communication skills The skills of synergizing teamwork are learned and practiced. Managers learn to become 9,9 managers.

Phase 2: Teamwork Development

The goal is perfecting teamwork in the organization through analysis of team, culture, traditions. Also in developing skills in planning, setting objectives and problem solving.

Feedback is given to each managers about his or her individual and team behavior.
This allows manager to understand how others see his or her strengths and weaknesses in the team working.

Phase 3: Intergroup Development

The phase includes building operational plans for moving the two groups from their actual state to an ideal state of intergroup relations. The dynamics of intergroup cooperation & competition are explored.

Often only selected members of the teamspeople who have close working relations with the other team- take part in the exercises and activities.

Phase 4: Developing an Ideal Strategic Corporate Model

The focus shifts to corporate strategic planning, with the goal being to learn the concepts and the skills of corporate logic necessary to achieve corporate excellence. The top management groups engages in the strategic planning activities of this phase. The charge of top management group is to design an ideal strategic corporate model that would define what the corporation would be like if it were truly excellent. Using the comparisons of ideal corporate versus real corporate logic. Top mgt. team is better able to recognize what aspects

Phase 5: Implementing the Ideal Strategic Model

The org. implement the model of corporate excellence developed in Phase 4. Logical components of the corporation are designed (profit centers, geographical locations, product lines etc.). Each component appoints a planning team whose job is to examine every phase of the components operation to see how the business may be moved more in line with the ideal model. In addition, a phase 5 coordination is appointed to act as a resource to the planning teams. The planning teams thus conduct conversion studies to see how the components must change to fit the ideal strategic corporate model.

Phase 6: Systematic Critique

The results of the Grid OD program, from pre phase 1 to post phase 5, are measured.

Systematic critiquing, measuring and evaluating lead to knowledge of what progress has been made, what barriers still exist and must be overcome and what new opportunities have developed that may be exploited.
This phase is begun after phase 5 is going well and is beginning to convert the organization to ideal model.

Taking stock of where the corporation has been, how far it has come, where it currently is thus represents a new beginning from which to continue striving toward corporate excellence.

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