New managerial grid

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  • Punitive-to punishCoercive-forcedLegitimate-lawful
  • New managerial grid

    1. 1. ANJU RAJMACFAST COLLEGE, TIRUVALLA
    2. 2.  Developed by Robert R Blake and Jake Mouton In the year 1964 Leadership grid or Blake mouton managerial grid Identifies five different leadership styles To evaluate and analyze leaders and managers. It plots the degree of task-centeredness versus person- centeredness.
    3. 3.  Concern for production on the x-axis Concern for people on the y-axis the grid highlights ,how placing too much emphasis in one area at the expense of the other leads to low overall productivity. It critically analyzes your own performance and improves your general leadership skills. LEADERSHIP STYLES
    4. 4.  Lazy approach Manager shows a low concern for both people and production They protect themselves by avoiding getting into trouble To preserve job Disorganization, dissatisfaction and disharmony due to lack of effective leadership
    5. 5.  One-sided much attention to the security and comfort of the employees High concern for people and low concern for production The managers are incapable of employing the more punitive, coercive and legitimate powers Organization will end up to be a friendly atmosphere, but not necessarily very productive
    6. 6.  Dictatorial, task - oriented manager High concern for production and a low concern for people Employee needs are unimportant Provides his employees with money and expects performance back no allowance for co-operation or collaboration pressures his employees through rules and punishments This dictatorial style is based on Theory X of Douglas McGregor
    7. 7.  Middle-of- the-road Balance and compromise The manager tries to balance between the competing goals of the company and the needs of the workers. Medium concern for people Medium concern for production
    8. 8.  The team High concern for people and production Motivation is high based on the propositions of Theory Y of Douglas McGregor manager encourages teamwork and commitment among employees This method relies heavily on making employees feel they are constructive parts of the company
    9. 9.  There are more dimensions of leadership that can be relevant. The model basically neglects the significance of the internal and external constraints, context, circumstances and situation.
    10. 10.  The model proposes that when both people and production concerns are high, employee engagement and productivity increases accordingly. This is often true, and it follows the ideas of Theories X and Y, and other participative management theories. While the grid does not entirely address the complexity of “Which leadership style is best?”, it certainly provides an excellent starting place to critically analyze your own performance and improve your general leadership skills.

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