The Blake and Mouton's managerial grid has been criticized for not accommodating different types of workers, like factory workers. Also known as the Managerial Grid, or Leadership Grid, it was developed in the early 1960s by management theorists Robert Blake and Jane Mouton. It was redefined as 9,1-1,9 management where the manager swings between two extremes. This is done by administering a questionnaire that helps managers identify how they stand with respect to their concern for production and people. Five positions on the grid were plotted, representing five differing managerial behaviour patterns. In other words, it signifies that too much of just one thing is not a good thing. This creates an environment based on trust and respect, which leads to high satisfaction, motivation and excellent results.
As I mentioned earlier, even Blake went on to expand on the different leadership styles later on, finding the original Grid somewhat insufficient. How to cite this article: Mulder, P. In the 1960s, Robert Blake and Jane Mouton developed a grid that provides a framework for describing a person's leadership style based on her concern for tasks and production or her concern for people. In each of the axis, both horizontal and vertical, you can find nine ranges. This is the most ineffective management style. The more emphasis a leader puts on his employees, the more he aims at motivation, guidance and instruction of employees.
The leader here believes that efficiency is a result of properly organized work systems by eliminating people whenever required. The Grid is not based on enough empirical data to suggest managers who are high on task-orientation and low on people-orientation would end up as dictatorial managers. These leaders will balance and compromise their decisions, often endorsing the most popular one. Team managers likely adopt the Theory Y approach to motivation, as we mentioned above. The Managerial Grid is one of the most enduring Behavioral theories of Leadership that was first propounded in 1965 and is still being used in Leadership and team building training.
Communication is de emphasised and conflict is resolved by suppression. Here is a detailed overview of the managerial grid and the different types of managerial styles developed by Blake and Mouton. For example, you might have identified the key needs for your business beforehand in terms of management style and after having applicants fill out the questionnaire, you can pick the people with the best management style to suit your needs. They consulted for numerous organizations in 40 countries and also developed a global network of consultants. The result is a place of disorganisation, dissatisfaction and disharmony. An authoritarian leader is one who stresses on production, rather than addressing employee needs.
If you notice yourself falling too much on either side of the framework and scoring high on either results or people-orientation, while falling behind on the other axis, try to improve your skill set. Charity and church related organisations tend to follow this kind of leadership style. Critique Using previous experience to anticipate how behaviors have an effect on actions. The Managerial Grid model is essentially going to help you understand which kind of manager you are and what your style says about you. Middle of the road leadership is just that. Thus, the supervisor seldom attempts to impose his will onto other people, preferring to accept the ideas of others instead of forcing his own.
This creates a team environment based on trust and respect, which leads to high satisfaction. The Managerial Grid Model was next logical step in the evaluation of management thinking. The leader can be both encouraging and guarding of his or her position. The Grid makes you think about your decision-making as a manager. This leadership style is defined as non-confrontational, comforting and uncontroversial as it mainly emphasises human relations. For example, if your company is in the middle of a merger or some other significant change, then it can be acceptable to place a higher emphasis on people than on production, to guide them and reassure them through a potentially difficult time.
Typical leadership style here is Laissez Faire. The cons While the Managerial Grid is generally great for assessment and analysis, you do need to keep a few things in mind. It works well only when the boss is right as it has the rather unfortunate side- effect of shutting off valuable inputs from subordinates who may be better informed on crucial matters than the leader himself. If you are using the model to analyze your management style, then these seven are crucial elements to consider. You can use it to identify the type of manager you currently are, as well as the kind of manager you might aspire to be. Concern for People: This is the extent to which a leader is concerned about the well-being of his employees.
She assumes that, as long as they are and secure, they will work hard. Applications Analyzing or a manager, in particular regarding relationships skills such as: dealing with critique, initiative, decision-making, conflict resolution, advocacy expressing opinions, ideas , inquiry information seeking and resilience reacting to problems or failures. The leader may be characterised as open-minded, flexible and one who inspires involvement. The leader believes that it will result in self-motivated employees. In this style, managers have low concern for both people and production.
This is why they are able to bring out the best in themselves, Mutual involvement among the employees is high and they are very loyal to their employer. Learn more about the different styles and their impact and become better at judging which situation calls for which approach. The authors identified three steps,. When you recruit a new team member, what's your priority? She suppresses any dissension in the interest of getting the job done as quickly as possible so she can return to her previous role. Some leaders are very task orientated and less people oriented and just want to get the job done, regardless of how people feel about it, whereas other people may be the complete reverse, opting for a happy camp over task effectiveness. McGregor developed his theory, together with Theory X, during the 1960s and the Managerial Grid is essentially an expansion into his findings. The two dimensions of leadership, viz.
Likewise, when faced with an emergency, an economic hardship, or a physical risk, concerns about people may be put to one side, for the short term at least, to achieve good results and efficiency. If the needs and interests of the team members are considered, and steps are taken to advance their personal development, the leader is said to be high on the concern for people. This theory has been continued to evolve and develop. You will never achieve a good production level with demotivatived persons and vice versa. Every style of leadership has its place. If you scored high on concern for results, you would think what is the most efficient route to finish a task. As I mentioned earlier, the model identifies five core styles, with the overall styles reaching an impressive 81 approaches to management.