Managerial grid
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The document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These styles are: 1) Impoverished leadership (low concern for both people and production). 2) Task management (high concern for production, low for people). 3) Middle of the road (moderate concern for both). 4) Country club (high concern for people, low for production). 5) Team management (high concern for both people and production, seen as most effective style).
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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 document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These styles are: 1) Impoverished leadership (low concern for both people and production). 2) Task management (high concern for production, low concern for people). 3) Middle of the road (moderate concern for both). 4) Country club (high concern for people, low concern for production). 5) Team management (high concern for both people and production, considered the most effective style).
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2) Bowers and Seashore identified four factors of leadership: support, interaction facilitation, goal emphasis, and work facilitation.
3) Prior research studied concepts of employee orientation vs production orientation and consideration vs initiating structure.
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The document summarizes the Managerial Grid Model, a leadership model that identifies 5 styles based on concern for production and people. The styles are: Impoverished Management (low concern for both); Authority/Obedience (high concern for production, low for people); Middle of the Road (moderate concern for both); Country Club Management (high concern for people, low for production); and Team Management (high concern for both).
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The document summarizes the Blake Mouton Managerial Grid leadership model. It identifies five leadership styles - Impoverished Management, Country Club Management, Authority-Compliance Management, Middle-of-the-Road Leadership, and Team Leadership - based on varying degrees of concern for production and people on two axes. Team Leadership, with high concern for both production and people, is presented as the most effective style, encouraging teamwork, commitment, and mutual trust to achieve high satisfaction, motivation and results. The document provides guidance on applying the model by identifying one's own style, areas for improvement, and recognizing different styles may be effective depending on the situation.
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Grid management new nikhil
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 document summarizes the Blake-Mouton Managerial Grid leadership model developed in 1964. It identifies five leadership styles - lazy, one-sided, dictatorial, middle-of-the-road, and team - based on varying levels of concern for production and people. The ideal team style has high concern for both, encouraging teamwork and commitment to increase motivation and productivity. While simple, the grid provides a framework to analyze leadership styles and skills.
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The document summarizes the managerial grid model developed by Robert Blake and Jane Mouton in 1964. The model identifies 5 leadership styles based on concern for people and production. These styles are: 1) Impoverished leadership (low concern for both people and production). 2) Task management (high concern for production, low concern for people). 3) Middle of the road (moderate concern for both). 4) Country club (high concern for people, low concern for production). 5) Team management (high concern for both people and production, considered the most effective style).
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3) Prior research studied concepts of employee orientation vs production orientation and consideration vs initiating structure.
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3) Path-goal theory which suggests leaders should clarify goals, assist followers, and remove obstacles to help followers attain goals.
models of ob notes 2011
This document discusses five models of organizational behavior: autocratic, custodial, supportive, collegial, and systems. It describes the key characteristics of each model, including their underlying assumptions about employee motivation and management approach. There is a trend toward newer models like supportive, collegial and systems that focus more on meeting employee psychological and self-actualization needs through partnership and caring leadership. Effective managers are flexible and able to assess the appropriate model for their organizational context and needs.
Similar to Managerial grid (20)
Managerial grid (A group Presentaion on Organization Development)
Managerial grid (A group Presentaion on Organization Development)
managerialgridtheoryppt-180401142538 [Autosaved].pptx
managerialgridtheoryppt-180401142538 [Autosaved].pptx
Managerial grid
- 1. ALPHY MARIA THOMAS MACFAST TIRUVALLA
- 2. The managerial grid model is a behavioral leadership model developed by Robert R. Blake and Jane Mouton in 1964. This model identified five different leadership styles based on the concern for people in y-axis and the concern for production in x-axis.
- 4. 1. IMPOVERISED LEADERSIP STYLE (1,1) 2. TASK MANAGEMENT STYLE(9,1) 3. MIDDLE OF THE ROAD (5,5) 4. COUNTRY CLUB(1,9) 5. TEAM MANAGEMENT(9,9)
- 5. Managers with this approach are low on both the dimensions and exercise minimum effort to get the work done from subordinates. The leader has low concern for employee satisfaction and work deadlines. As a result disharmony and disorganization prevail within the organization. The leaders are termed ineffective wherein their action is merely aimed at preserving job and seniority.
- 6. 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. Such a style can definitely increase the output of organization in short run but due to the strict policies and procedures, high labor turnover is inevitable.
- 7. This is basically a compromising style wherein the leader tries to maintain a balance between goals of company and the needs of people. The leader does not push the boundaries of achievement resulting in average performance for organization. Here neither employee nor production needs are fully met.
- 8. This is a collegial style characterized by low task and high people orientation where the leader gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment. The leader feels that such a treatment with employees will lead to self-motivation and will find people working hard on their own. However, a low focus on tasks can hamper production and lead to questionable results.
- 9. Characterized by high people and task focus, the style is based on the Theory Y of McGregor and has been termed as most effective style according to Blake and Mouton. The leader feels that empowerment, commitment, trust, and respect are the key elements in creating a team atmosphere which will automatically result in high employee satisfaction and production.
- 10. THANKYOU