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The Managerial grid
- 1. THE MANAGERIAL GRID BY ROBERT BLAKE & JANE MOUTON PRESENTED BY-PRESENTED BY- Rajalaxmi PrakashRajalaxmi Prakash IIBM PatnaIIBM Patna
- 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. 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. 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
- 6. 5 major managerial positions:- (9,1) (1,9) (1,1) (5,5) (9,9) 3 major criteria for analysis:- Conflict Creativity Commitment
- 7. 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
- 8. 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
- 9. 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
- 10. 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
- 11. 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
- 12. 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
- 13. “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)
- 14. 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.