Page 505 - Encyclopedia of Business and Finance

eobf_M 7/5/06 3:15 PM Page 482

Managerial Grid

4. A significant effort is made to build positive and leaders around the world are examining their practices in
strong working relationships between leaders and light of the success that the Japanese and others have had
their subordinates. This includes making sure that in the areas of strategy building, organizational develop-
leaders take time to get to know their employees ment, group/team cooperation, and establishing competi-
and become cognizant of their main concerns. Such tive advantage.
a relationship can have a marked impact on the
extent to which employees value the organization SEE ALSO Job Satisfaction; Leadership; Management
and their leaders.
5. Collective responsibility is looked to for the success BIBLIOGRAPHY
of the organization. Individual accountability is Bennis, Warren G. (2003). On becoming a leader: The leadership
played down, in contrast to the climate that prevails classic (rev. ed.). Cambridge, MA: Perseus.
in U.S. organizations. Blake, Robert R., Mouton, Jane S., and Allen, Robert L. (1987).
6. Implied control mechanisms are based on cultural Spectacular teamwork. New York: Wiley.
values and responsibility. Blake, Robert R., Mouton, Jane S., and Allen, Robert L. (1990).
7. Nonspecialized career pathways are typical. Employ- Managerial grid IV. Houston, TX: Gulf.
ees work in a number of job categories over the Burns, James MacGregor (1978). Leadership. New York: Harper
course of their tenure so that they can gain a and Row.
broader sense of the nature of all the work that is Certo, Samuel C. (2003). Modern management (9th ed.). Upper
done in the organization. Saddle River, NJ: Prentice Hall.
8. There is a holistic concern for the welfare of every Dotlich, David L., Noel, James L., and Walker, Norman (2004).
employee. Organizations and their leaders take the Leadership passages. San Francisco: Jossey-Bass.
time to assist employees with personal issues and DuBrin, Andrew J. (2005). Coaching and mentoring skills. Upper
work opportunities. Saddle River, NJ: Pearson/Prentice Hall.
9. The Japanese are generally concerned with how the Gardner, John W. (1990). On leadership. New York: Free Press.
company performs and how individual work groups Goldsmith, Marshall, Govindarajan, V., Kaye, B., and Vicere, A.
perform, rather than how an individual performs. A. (2003). The many facets of leadership. Upper Saddle River,
Therefore, incentives for individuals are less likely to NJ: Prentice Hall.
be effective than incentives associated with the per- Kanter, Rosabeth Moss (2003). Introduction. In Best practice:
formance of a work group or of a whole unit. In Ideas and insights from the world’s foremost business thinkers
addition, Japanese leaders and workers focus much (pp. 1–10). Cambridge, MA: Perseus.
less on monetary rewards than on esteem and social Kellerman, Barbara (2004). Bad leadership: What it is, how it
rewards. happens, why it happens. Boston: Harvard Business School
Press.
Another major practice used in the manufacturing
and handling of goods was developed in Japan—kanban, Koestenbaum, Peter (2002). Leadership: The inner side of great-
or what in the United States is known as the just-in-time ness (rev. ed.). San Francisco: Jossey-Bass.
inventory and materials handling system. In this system, Kuhnert, Karl W., and Lewis, P. (1987, October). Transactional
managers/leaders locate high-quality suppliers within a and transformational leadership: A constructive/developmen-
short distance of their operations. They also establish spe- tal analysis. Academy of Management Review, 12, 648–657.
cific quality standards and delivery requirements, as well Norstrom, K. (2003). Meaningful leadership. In Best practice:
as materials handling procedures, that these suppliers are Ideas and insights from the world’s foremost business thinkers
contractually obligated to adhere to. (pp. 262–266). Cambridge, MA: Perseus.
Although these techniques have proven to be success- Sashkin, Marshall, and Sashkin, Molly G. (2003). Leadership
ful in Japan, attempts to duplicate them in another cul- that matters. San Francisco: Berrett-Koehler.
ture may have disappointing results. The importance of
cultural mores cannot be underestimated. What may
Thomas Haynes
work in Japan, France, or the United States may not work
anywhere else simply because of cultural factors. Yet
Japanese management/leadership principles have taught
managers around the world to consider new approaches in
order to achieve the higher standards of organizational MANAGERIAL GRID
effectiveness necessary in today’s global economy. Business SEE Management/Leadership Styles

482 ENCYCLOPEDIA OF BUSINESS AND FINANCE, SECOND EDITION