TANNENBAUM AND SCHMIDT’S LEADERSHIP MODEL

TANNENBAUM AND SCHMIDT’S LEADERSHIP MODEL
AND MANAGERIAL GRID

1. PRINCIPLES OF MANAGEMENT MADE BY :VARSHA MEGHNA MEGHALI RONIT SANYAM PRIYEN SAHIL

2. TANNENBAUM AND SCHMIDT’S LEADERSHIP MODEL

3. Tannenbaum and Schmidt Continuum model shows the relationship between the levels of freedom that a manager chooses to give to a team, and the level of authority used by the manager. Tannenbaum & Schmidt concentrated more on delegation & freedom in decision making to subordinates and there by on the team development. As the team’s freedom increases, the manager’s authority decreases. This is a positive way for both teams and managers to develop.

4. Tannenbaum & Schmidt defined 7 levels of delegated freedom which moves from manager-oriented to subordinate-oriented. As team develops, level moves from one to the next – the area of freedom increases and the need for manager’s intervention decreases. Following levels are self-explanatory and easy to understand: 1.Manager takes decision and announces it – only manager plays the decision-making role; no team involvement 2. Manager decides and then “Sells” his decision to the team – no change in decision; but team may raise some concerns. 3. Manager presents decision with background ideas for the decision and invite questions – team knows what options manager considered for his decision; more team involvement

5. 4. Manager suggests provisional decision & invites discussion regarding the decision – team can have a say on manager’s decision; it can be changed based on discussion. 5. Manager presents the problem or situation, get suggestions, then decides – team is free to come up with options; manager decides on those options. 6. Manager explains the situation or problem, defines the parameters and asks team to decide on the solution – manager delegated whole thing to the team; but still manager is accountable for the outcome. 7. Manager allows team to develop options and decide on the action, within the manager’s received limit – complete freedom level; team does all the work almost as what the manager does at level 1.

6. MANAGERIAL GRID A graphical  plot  of a  leader's   assessment  of the importance of a task  versus  the importance of  employees , which can be used to determine  leadership   style . For example, a leader that ranks people equal to  tasks  in  terms  of importance might be a good leader for a  team , while one that ranks tasks much higher than people might be too authoritarian for an informal  business environment .

7. CONCERN FOR PEOPLE This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task CONCERN FOR PRODUCTION This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task .

8. IMPOVERISHED MANAGEMENT The indifferent (previously called impoverished) style (1,1): evade and elude. In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative  decisions.

9. COUNTRY CLUB MANAGEMENT This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase  performance . The resulting atmosphere is usually friendly, but not necessarily very productive.

10. AUTHORITY COMPLIANCE MANAGEMENT With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on  Theory X  of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This style is often used in cases of crisis management.

11. MIDDLE OF THE ROAD MANAGEMENT Managers using this style try to balance by giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met.een company goals and workers' needs. By

12. TEAM MANAGEMENT In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel themselves to be constructive parts of the company.

13. THANKYOU