Managerial Grids in respect of

Productivity ImprovementProductivity Improvement

Presented by: Syed AtiqH R R ibl A GHuman Resources Responsible at Anwar Group

Presented by: Syed Atiq

H R R iblHuman Resources ResponsibleAnwar Group

How does a leader improve d i i ?productivity?

A leader is mainly concerned about two things:

PRODUCTIONPRODUCTION&

PEOPLE

E l i f d ti l d t di ti f ti dExclusive concern for production leads to dissatisfaction and conflicts, thus affects the performance

Excessive concern to avoid conflict and maintain good relationship is detrimental to the achievement of goals and

objectivesobjectives.

Managerial Gridby Blake & Moutonby Blake & Mouton

A graphical plot of a leader's assessment of the importance of a task versus the importance of employees

The Managerial Grid depicts five aspects of leadership styles-

▪ The impoverished/ the indifferent style (1,1)

▪ Country club style (1,9)

▪ Dictatorial/ authority compliance style (9,1)

▪ The middle of the road/ the status quo style (5,5)

▪ The team/ sound style (9,9)

Managerial Gridatat

Individual Employee Levelp y

Steps towards the team (9,9) for productivity improvement:

Step 1: Identification of Leadership StyleStep-1: Identification of Leadership Style

Step-2: Identification of Areas of Improvement

Step 3: Identification of the ContextStep-3: Identification of the Context

“Self Assessment Questionnaire”Self Assessment Questionnaire

Questionnaire InstructionsQuestionnaire Instructions

Next two slides contain a list of statements about leadership behavior. Read each one carefully, then, using the following scale,

decide the extent to which it actually applies to youdecide the extent to which it actually applies to you. For best results, answer as truthfully as possible.

Never Sometimes Always0 1 2 3 4 5

Never Sometimes Always0 1 2 3 4 5

1. I encourage my team to participate when it comes decision-making time and I try to implement their ideas and suggestions.

2 Nothing is more important than accomplishing a goal or task2. Nothing is more important than accomplishing a goal or task.

3. I closely monitor the schedule to ensure a task or project will be completed in time.

4. I enjoy coaching people on new tasks and procedures.4. I enjoy coaching people on new tasks and procedures.

5. The more challenging a task is, the more I enjoy it.

6. I encourage my employees to be creative about their job.g y p y j

7. When seeing a complex task through to completion, I ensure that every detail is accounted for.

8. I find it easy to carry out several complicated tasks at the same time.

9. I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action.

Questionnaire continued….

10 When correcting mistakes I do not worry about jeopardizing relationships10. When correcting mistakes, I do not worry about jeopardizing relationships.

11. I manage my time very efficiently.

12. I enjoy explaining the intricacies and details of a complex task or project to my employees.12. I enjoy explaining the intricacies and details of a complex task or project to my employees.

13. Breaking large projects into small manageable tasks is second nature to me.

14. Nothing is more important than building a great team.g p g g

15. I enjoy analyzing problems.

16. I honor other people's boundaries.

17. Counseling my employees to improve their performance or behavior is second nature to me.

18. I enjoy reading articles, books, and trade journals about my profession; and then implementing th d I h l dthe new procedures I have learned.

Managerial Grid atat

Organizational Levelg

Dimension Phase Phase Titles

Six- Phase Programs:

Dimension Phase Phase Titles

Manager Development

1 Laboratory-Seminar Training

2 Team Development

Organization Development

3 Intergroup Development

4 Organizational Goal Setting

5 Goal Attainment

6 Stabilization

Key aspects:I Duration: One week/ shorter

Phase-1:

I. Duration: One week/ shorterII. Group size: 12 to 48 individuals who aren’t immediate

colleaguesIII Program activities: Laboratory-Seminar TrainingIII. Program activities: Individuals are assigned as members of problem solving teams Use of questionnaire to study and review one’s own

Purpose: Introduce the managers to Grid concepts and material

Use of questionnaire to study and review one s own Managerial Grid style of behavior Conduction of 50 hours intensive problem solving activity, evaluation of individual & team results, and

Motif: Not intended to produce immediate organization improvement, rather to trigger up

creating readiness to work on human problems of productioncritiques of team performance

Use at least one exercise involving an attempted 9,9 feedback

production

Phase-2:Phase 2: Team Development Program activities:

Assign departmental boss and immediate subordinates to explore managerial styles and operating practices as a team work

Purpose: On the job extension of Phase-1.

a team work

Review: Objectives Attainment during Phase- 1 & 2Review: Objectives Attainment during Phase 1 & 2

•Provide on the job framework for thinking about management practices;

•Increase the self examination of personal performance characteristics;•Increase the self-examination of personal performance characteristics;

•Increase willingness to listen, to face & appreciate work related conflicts, to reduce & work out

interpersonal frictions, and to reject compromise as a basis for org decision making;

•Build on improved relationships between groups.

Phase-3: Program activities: Indentify such situations whereby operating tensions

Intergroup DevelopmentIndentify such situations whereby operating tensions

happen to exist between groups; Explore these situations by group members/ representatives;

Purpose: To move from “win-lose” pattern to a joint problem-solving activity, and focus on

Link managers belonging to different units and put org gorals ahead of department goals

building 9,9 ground rules

Phase-4: Program activities:Organizational Goal Setting

Program activities:

Explore broader problems, such as – cost control, union management relations, safety, promotion policies, over-all profit improvement, etc.

Purpose: Addressing issues important to all managers and move beyond teams into problemsprofit improvement, etc.

Form up special task groups or departmental groups to define goals and assign roles;

managers and move beyond teams into problems requiring commitments at all levels.Motif: Proving goals to be “practical” when managers who must implement them also establish responsibilities for implementation. Gain p pcommitment and avoid “resistance to change”.

Program activities: d d h

Phase-5:

Assign a manager serving as a coordinator during Phase 4 & 5 in order to -

- help achieve the goals, Goal Attainment- identify previously unrecognized problems, and

- seek action based on understanding and agreement; Set up teams throughout the org;

Purpose: Attainment of goals set by the

i li i h 9 9 hSet up teams throughout the org; Provide the teams with problems, goals and packet of information to respective teams; Engage teams into agreed on answers against a answer

managers in compliance with 9,9 theory.

Engage teams into agreed on answers against a answer key; Extract corrective steps and let the teams assign responsibility for corrective action steps.

P i i iPhase-6: Stabilization

Program activities: Assessment of changes, andReinforcement to withstand pressures toward “slip-back”

d i and regression Purpose: Support the changes brought

about in earlier phases

Questions?

Thank You!Thank You!