managerialgridtheoryppt-180401142538 [Autosaved].pptx

ppt

1. MANAGERIAL GRID THEORY Presented by: SAHIL SAHU SASIKAR K

2. AGENDA INTRODUCTION WHAT IS MANAGERIAL GRID ELEMENTS OF GRID THEORY CONCERN FOR PEOPLE CONCERN FOR PRODUCTION MANAGERIAL GRID STYLES USE OF MANAGERIAL GRID ADVANTAGES AND DISADVANTAGES CONCLUSION

3. MANAGERIAL GRID;A BRIEF INSIGHT

4. MANAGERIAL GRID ; A BRIEF INSIGHT Managerial Grid is model originally identified five different leadership styles based on the concern for people and the concern for production. The grid ‘is offered as a model of scientifically verified principles to be learned for effective managerial behaviour. The managerial grid fundamentally asserts that mangers have two central motivations: The desire to obtain ones own goal. The desire to use the organizational hierarchy best in an effort to maximize production with and through interpersonal relationship .

5. FIVE KEY ELEMETS OF GRID THEORY

6. Concern for people Is the degree to which a leader considers the needs of team members, their interest and areas of personal development when deciding how best to accomplish a task.

7. CONCERN FOR PRODUCTION Is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task. Consider employees and team members. Decision making. Democratic leadership style.

8. STYLE OF MANAGERIAL GRID By mapping these two primary concerns upon the grid, five discrete style of management behaviour results.

9. STYLE OF MANAGERIAL GRID Cont... Impoverished management[1;1] 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 disorganization prevail within the organization. The leaders termed ineffective wherein their action is merely at preserving job and seniority.

10. STYLE OF MANAGERIAL GRID Cont... 2 .Middle road[5,5] 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 achievements resulting in average performance for organization. Here neither employee nor production needs are fully met. Average performance. Compromising leader.

11. STYLE OF MANAGERIAL GRID Cont... 3. Task management[9,1] Also called dictatorial or perish style. Here leaders are more concerned about production and have less concern for people. The style is based on theory x of McGregor. The employees’ needs are not taken care of and they are simply a means to an end. The leader believes that efficiency can result only through proper organization of work systems and through elimination of proper wherever possible. Such a style can definitely increase the output of organization in short run but due to the strict policies and procedures, high labour turnover is inevitable.

12. STYLE OF MANAGERIAL GRID Cont... 4.Country club leadership[1,9] Here the Boss is more of big brother than Autocratic, Social relationship are more important. The leader feels that such a treatment with employees will lead to self motivation and will find people working hard on their own. The aim is to achieve friendly and harmony among members of the organization.

13. STYLE OF MANAGERIAL GRID Cont... 5. Team management[9,9] A basic need of this style is to involve and commitment toward work. It aims at integrating the people and production dimension of work under condition of high concern for growth. The leader feels that empowerment ,commitment, trust, respect and the elements in creating a team atmosphere which will automatically result in high employees satisfaction and production. It brings team spirit that leads high organizational accomplishment.

14. USE OF THE MANAGERIAL GRID Diagnose. Evaluate and assess. Trying to fit into the grid. Reaction according to the situation.

15. ADVANTAGES The management of leadership grid is used to help managers analyse their own leadership style through a technique known as grid training. This is done by administering a questionnaire that helps managers identify how they stand with respect to their concern for production and people. The training is aimed at basically helping leaders reach to the ideal state of 9,9.

16. DISADVANTAGES The model ignores the importance of internal and external limits ,matter and scenario. Also there are some more aspects of leadership that can be covered but are not.

17. Conclusion Although there are a total of 81 different categories of different behavioural styles on the grid ,Blake and Mouton concluded that managers perform best when they use a 9,9 style. Which is team management on the grid.