The Managerial Grid

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As a business manager, you need to know which management style is most appropriate for your given context. In this presentation, learn how Blake & Mouton's Managerial Grid can catapult your managerial influence to the next level.

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The Managerial Grid

  1. 1. An Overview Presentation by Bryce Hantla (bhantla@sebts.edu) BLAKE & MOUTON’S MANAGERIAL GRID
  2. 2. Definition and Assumptions • The Grid: A graphical depiction indicating the degrees to which a manager’s Concern for Production versus Concern for People interact based on three Organizational Universals: Purpose, People, and Power. • Assumptions: – People do not accurately gauge their managerial style and require quantitative assessments for better accuracy – Individual Assumption drive managerial style – Individual Assumptions can change through “formal instruction or self-training” (Blake & Mouton, 1978, The New Managerial Grid, p. 14) – Behavioral Sciences Principles can indicate a “best way to lead” (p. 15)
  3. 3. High 9 8 Concern for People 7 1,9 Country Club Management Thoughtful attention to needs of people for satisfying relationships leads to a comfortable friendly organization atmosphere and work tempo. 6 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect. 5,5 Organization Man Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 5 4 3 2 Low 1 1,1 Impoverished Management Exertion of minimum effort to get work done is appropriate to sustain organization membership. 1 Low 2 3 9,1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements minimally interfere. 4 5 Concern for Production 6 7 8 9 High
  4. 4. Management Types • 9,1 – Authority-Obedience: Old guard of management with high productivity and high turnover. Often workaholics who enjoy little life activity outside of work. Numerous health risks due to stress. • 1,9 – Country Club Management: Codependent managers who fear rejection of subordinates. Ambiguous boss relationship that avoids conflict, which loses out on the creativity often deriving from conflict. Strong sense of security but high turnover of ambitious, dedicated employees. • 1,1 – Impoverished Management: Nondirectional manager who does the minimum to “hold on” to his position. Multiple situational factors contribute to the creation of a 1,1 (e.g., organizational system, personal issues, or interpersonal interactions). Subordinates often leave, overachieve (further masking manager’s inadequacy), or conform with manager’s style.
  5. 5. Management Types • 5,5 – Organization Man Management: Socially popular manager who “does not command or direct *…+ so much as he motivates and communicates” (p. 76). His main goal is to typify the majority sentiment, staying comfortably within the status quo. This manager is often well-liked but may eventually feel a loss of identity. Subordinates may drift into a 1,1 style or view manager as lacking integrity or conviction. • 9,9 – Team Management: Purposeful motivator, who aims to include subordinates in open problem solving and to make excellent decisions for the organization. Goals set are challenging enough to increase productivity and engage creativity on part of subordinates, maintaining a low turnover of motivated employees and sometimes losing 1,1 or 5,5 employees. Teamwork encourages informed free choice and active participation (as well as seven other “Behavioral Science Principles” (p. 132-136)), which leads to greater job satisfaction and higher productivity. 9,9 managers approach problems with honesty, versatility, and perspective to arrive at the most excellent course of action for any given situation.
  6. 6. Combinations and Criticisms • Combining Styles – Paternalism – Wide-Arc Pendulum – Counterbalancing – The Two-Hat Approach – Statistical 5,5 • Criticisms of The Grid – Built around a Behaviorist Approach (may not be true for The Management Grid III), which may change assumptions using a cognitive approach – Uses a profit-loss paradigm to drive organizational purpose (not supported by Daniel Pink’s latest research on motivation within organizations) – Imposes rather broad strokes on how managers/subordinates might have become the way they are through upbringing and situational scenarios – Does not take into account spiritual motivating factors for work, and although it is written for secular market, does not consider biblical paradigm of excellence (although this could easily be superimposed over The Grid)

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