Grid management new nikhil
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The managerial grid model is a behavioral leadership model developed by Robert Blake and Jane Mouton in 1964. It identifies five leadership styles based on the concern for people and production: impoverished (1,1), task-oriented (9,1), middle-of-the-road (5,5), country club (1,9), and team management (9,9). The ideal style is team management with high concern for both people and production. The model helps managers analyze their own leadership style but ignores some situational factors and aspects of leadership.
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The Blake and Mouton Managerial Grid proposes that leadership styles can be depicted on a grid with two dimensions: concern for people on the y-axis and concern for production on the x-axis. Each dimension ranges from low (1) to high (9), creating 81 possible positions for a leader's style. The five resulting leadership styles are Impoverished Management (1,1), Task Management (9,1), Middle-of-the-Road (5,5), Country Club (1,9), and Team Management (9,9), which is considered the most effective style.
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Leadership is a process of directing and influencing people to accomplish goals. The document discusses several important theories of leadership including: 1) Blake and Mouton's Managerial Grid which identifies 5 leadership styles based on task and people orientation. 2) House's Path-Goal Theory which proposes that a leader's style should match their subordinates and environment. 3) The Great Man Theory which suggests great leaders are born with innate leadership traits. 4) Trait Theory which identifies core personality traits of successful leaders. 5) LMX Theory which proposes leaders form different quality relationships ("in-groups" and "out-groups") with subordinates.
Akshay Rakshit-Grasim
This document provides an overview of a study conducted on leadership styles at GRASIM Industries in Madhya Pradesh, India. It begins with introducing the Blake-Mouton Managerial Grid model for analyzing leadership styles based on concern for production and concern for people. Five common leadership styles are defined according to this model: impoverished, country club, produce or perish, middle-of-the-road, and team leadership. The objectives and importance of studying leadership styles at GRASIM Industries are described. Key parameters for evaluation include emphasis on goals, empowerment, innovation, emotional intelligence, job satisfaction, and the management-employee relationship. The goal is to understand the prevailing leadership style using the Blake-Mouton model and
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Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
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Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Grid management new nikhil
- 2. INTRODUCTION The managerial grid model is a behavioral leadership model developed by Robert R. Blake and Jane Mouton in 1964 3 basic issues to work upon in an organization – Production, People, Boss-Subordinate Relationship This model identified five different leadership styles based on the concern for people in y-axis and the concern for production in x-axis.
- 3. Dr. Robert R. Blake Jane Mouton Blake was born in 1918 Jane was born in 1930 (Texas) He studied psychology at Berea College She studied pure mathematics and physics at the University of Texas Died in 2004 Died in 1987
- 4. 5 major managerial positions 1. 2. 3. 4. 5. IMPOVERISED LEADERSIP STYLE (1,1) TASK MANAGEMENT STYLE(9,1) MIDDLE OF THE ROAD (5,5) COUNTRY CLUB(1,9) TEAM MANAGEMENT(9,9)
- 6. 1.Impoverished Management (1,1) 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
- 7. 2. Task management (9, 1) Here leaders are more concerned about production and have less concern for people The style is based on Theory X of McGregor. The leader believes that efficiency can result only through proper organization of work systems and through elimination of people wherever possible. increase the output of organization in short run but due to the strict policies and procedures, high labor turnover is inevitable.
- 8. 3. Middle-of-the-Road (5, 5) Leader tries to maintain a balance between goals of company and the needs of people. No arbitrary risks Average performance Neither production nor people needs are met Production People
- 9. 4. Country Club (1, 9) 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
- 10. 5. Team Management (9, 9) 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
- 11. ADVANTAGES This model is used to help managers analyze their own leadership styles through a technique known as grid training. This is done by administering a questionnaire that helps managers identify how they stand with respect to their concern for production and people. The training is aimed at basically helping leaders reach to the ideal state of 9, 9.
- 12. DISADVANTAGES The model ignores the importance of internal and external limits, matter and scenario. Also, there are some more aspects of leadership that can be covered but are not.
- 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.
- 14. REFERENCES http://www.managementstudyguide.com/blake- mouton-managerial-grid.htm http://www.mindtools.com/pages/article/newLDR _73.htm http://www.leadership-and-motivation- training.com/blake-and-mouton.html