THE MANAGERIAL GRID

BY ROBERT BLAKE & JANE MOUTON

PRESENTED BY-PRESENTED BY-Rajalaxmi PrakashRajalaxmi Prakash

IIBM PatnaIIBM Patna

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

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

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 major managerial positions:- (9,1) (1,9) (1,1) (5,5) (9,9)

3 major criteria for analysis:- Conflict Creativity Commitment

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

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

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

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

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

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

“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)

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.