The Managerial grid

This presentation is my take on the theory of The Managerial Grid propounded by Robert Blake and Jane Mouton.

1. THE MANAGERIAL
GRID
BY ROBERT BLAKE &
JANE MOUTON
PRESENTED BY-PRESENTED BY-
Rajalaxmi PrakashRajalaxmi Prakash
IIBM PatnaIIBM Patna

2. 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

3. 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

4. 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

6. 5 major managerial positions :-
(9,1)
(1,9)
(1,1)
(5,5)
(9,9)
3 major criteria for analysis:-
Conflict
Creativity
Commitment

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. “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)

14. 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.