The Managerial grid

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This presentation is my take on the theory of The Managerial Grid propounded by Robert Blake and Jane Mouton.

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The Managerial grid

  1. 1. THE MANAGERIAL GRID BY ROBERT BLAKE & JANE MOUTON PRESENTED BY-PRESENTED BY- Rajalaxmi PrakashRajalaxmi Prakash IIBM PatnaIIBM Patna
  2. 2. Introdution  Robert Blake – Professor of Psychology, University of Texas  Jane Mouton – Management theorist, A former student of Blake  3 basic issues to work upon in an organization – Production, People, Boss- Subordinate Relationship
  3. 3. Managerial grid(1960s)  Managerial Grid is a graphical presentation with concern for production as the x-axis and concern for people as the y-axis  The scales range from 1(for lowest priority) to 9(for highest priority)  The different positions on the graph indicate different leadership styles
  4. 4.  Based on 2 behavioral dimensions:-  Concern for production - concrete objectives, organizational efficiency and high productivity  Concern for people - needs of team members, their interests, and areas of personal development  Concern of production and concern of people is a matter of degree in any organization
  5. 5.  5 major managerial positions:-  (9,1)  (1,9)  (1,1)  (5,5)  (9,9)  3 major criteria for analysis:-  Conflict  Creativity  Commitment
  6. 6. 9,1 – “Dictatorial”  Emphasis on production  People are mere tools to meet the ends  Autocracy, strict rules and procedures, punishment  High labor turnover is inevitable  Performance is short-lived  Conflict – Suppressed  Creativity – Anti-organizational  Commitment – Anti-organizational
  7. 7. 1,9 – “Country club”  High concern for people  Assumes that if people are happy and harmonious, production will take care of itself  Work environment is happy, comfortable, relaxed and friendly  Production suffers due to lack of direction and control  Conflict – Usually avoided or Smoothened  Creativity – Not much scope  Commitment – For social relations, For retention
  8. 8. 1,1 – “Impoverished”  Low concern for both production and people  Minimum exertion for effort  Focus on survival  Focus on not being held responsible for failures  Results in disorganization, dissatisfaction and disharmony  Inefficient operations  Conflict – Neutrality is adopted  Creativity – No scope  Commitment – Only for survival
  9. 9. 5,5 – “Middle of the road”  Traditions and past practices are analyzed for future planning  No arbitrary risks  Average performance  Neither production nor people needs are met  Conflict – Compromise and bargain  Creativity and commitment are not given much significance, both are somewhat average
  10. 10. 9,9 – “Team Management”  High concern for both production and people  Based on mutual trust, respect and understanding  People are made to believe they are constructive parts of the organization  They have a say in the organization  Increased satisfaction, motivation and production  Conflict - Confronted  Creativity – High  Commitment - High
  11. 11. A few other styles - “Opportunistic”  No fixed position on the grid  Different styles in different situations  Usually, the one which offers the greatest personal benefit  Exhibits manipulation and exploitation
  12. 12. “Paternalistic”  Migrates from (9,1) to (1,9) and back to (9,1)  Happens because of recessions, union management relations, etc.  Praise and reward employees for good work  Discourages any thinking conflicting their own  Also, a migration from (9,1) to (1,1)
  13. 13. Conclusion  Each style can be appropriate, neutral or inappropriate, depending upon the situation.  Essential for every manager to determine his managerial style because the output he gets is always proportional to the style that is applied by him.  Pro – It helps to reach the ideal (9,9) position through Grid Training.  Con – It does not take internal and external factors into consideration.

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