1. GRID MANAGEMENT NIKHIL.K.P S1 MBA DCMS

2. INTRODUCTION The managerial grid model is a behavioral leadership model developed by Robert R. Blake and Jane Mouton in 1964 3 basic issues to work upon in an organization Production, People, Boss-Subordinate Relationship This model identified five different leadership styles based on the concern for people in y-axis and the concern for production in x-axis.

3. Dr. Robert R. Blake Jane Mouton Blake was born in 1918 Jane was born in 1930 (Texas) He studied psychology at Berea College She studied pure mathematics and physics at the University of Texas Died in 2004 Died in 1987

4. 5 major managerial positions 1. 2. 3. 4. 5. IMPOVERISED LEADERSIP STYLE (1,1) TASK MANAGEMENT STYLE(9,1) MIDDLE OF THE ROAD (5,5) COUNTRY CLUB(1,9) TEAM MANAGEMENT(9,9)

5. 1.Impoverished Management (1,1) 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

6. 2. Task management (9, 1) Here leaders are more concerned about production and have less concern for people The style is based on Theory X of McGregor. The leader believes that efficiency can result only through proper organization of work systems and through elimination of people wherever possible. increase the output of organization in short run but due to the strict policies and procedures, high labor turnover is inevitable.

7. 3. Middle-of-the-Road (5, 5) Leader tries to maintain a balance between goals of company and the needs of people. No arbitrary risks Average performance Neither production nor people needs are met Production People

8. 4. Country Club (1, 9) 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

9. 5. Team Management (9, 9) 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

10. ADVANTAGES This model is used to help managers analyze their own leadership styles 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.

11. 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.

12. 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.

13. REFERENCES http://www.managementstudyguide.com/blake- mouton-managerial-grid.htm http://www.mindtools.com/pages/article/newLDR _73.htm http://www.leadership-and-motivation- training.com/blake-and-mouton.html