2 - The Managerial Grid

8/8/2019 2 - The Managerial Grid

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Topic: Introduction to Management [2]

(The Managerial Grid)Subject : Commerce – Paper III

Prof. Sandeep Hegde



Skills of a Manager

Conceptual skills – refer tothe mental ability to analyzeand diagnose complexsituations

Interpersonal skills – abilityto understand and motivateother people

Technical skills – ability toapply specialized knowledgeor expertise

Political skills – ability tobuild a power base andestablish the rightconnections



Controlling the Organization’s

Environment and Its

Resources

Organizing and Coordinating

Handling Information

Providing for Growth and

Development

Motivating Employees and

Handling Conflicts

Strategic Problem Solving

Skills of a Manager



TheMan

ager i

alGrid

The

Manager i

alGrid



TheMan

ager i

alGrid

The

Manager i

alGrid The Blake and Mouton Managerial Grid (1985) uses two

axis:

"Concern for people" is plotted using the vertical axis

"Concern for task/Results" is along the horizontal axis.

Most people fall somewhere near the middle

of the two axis.

http://g/leadcon.html

http://g/leadcon.html



TheMan

ager i

alGrid

The

Manager i

alGrid

Grid Formation

The Grid



TheMan

ager i

alGrid

The

Manager i

alGrid

5,5

Organization man

management

1,9

Country club

management

Impoverished

management

1,1

9,9

Team

management

Authority-

obedience

management

9,1

High

9

8

7

6

5

4

3

2

1

Concernfo

rPe

ople

Concern for production

1 2 3 4 5 6 7 8 9 HighLow

Grid Formation

The Grid



TheMan

ager i

alGrid

The

Manager i

alGrid

Production-Oriented Leader • Constant leader influence

• Direct or close supervision• Many written or unwritten rules and

regulations• Focus on getting work done

Employee-Oriented Leader • Relationship-focused environment

• Less direct/close supervision• Fewer written or unwritten rules and

regulations• Focus on employee concern and needs

Grid Formation

The Grid



TheMan

ager i

alGrid

The

Manager i

alGrid

Grid Formation

The Grid



TheMan

ager i

alGrid

The

Manager i

alGrid

(1,9) : Country Club Leader (low task, high relationship)

Predominantly reward power to maintain discipline .Encourage

the team to accomplish its goals. Incapable of employing the

more punitive coercive and legitimate powers.

(1,1) : Impoverished Leader (low task, low relationship)LBDN – Looking Busy Doing Nothing. They are creative in

getting out of work.

Uses a "delegate and disappear" management style. Not

committed to either task accomplishment or maintenance. Allow

their team to do whatever it wishes and prefer to detach

themselves from the team process by allowing the team to suffer

from a series of power struggles.

(1,9) & (1,1) people get to comfort zone.

Grid Styles

The Grid



The

Man

ager i

alGrid

The

Manager i

alGrid (9,1) : Authoritarian Leader (high task, low relationship)

People are very much task oriented . Hard on their workers

(autocratic). Little or no allowance for cooperation or collaboration. Expect people to do what they are told. It is

difficult for their subordinates to contribute or develop.

(5,5) : Dampened Pendulum

Tends to Compromise

Goes by majority & hopefully satisfies the minority

Past precedence and experience used for decision making.

Grid styles

The Grid



The

Man

ager i

alGrid

The

Manager i

alGrid

(9,9) : Team Leader (high task, high relationship)

Leads by positive example .

Foster a team environment in which team members can

reach their highest potential.

Encourage the team to reach team goals effectively .

They normally form and lead some of the most productive

teams.

Confronts issues and seeks to validate information.

Grid styles

The Grid



The

Man

ager i

alGrid

The

Manager i

alGrid

Melt

Mold

Harden & Ignite!

Adapted from E.M. Griffin. The Mind Changers. Wheaton, Illinois: Tyndale Publishers, 1976.

2 - The Managerial Grid

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