2. Grid Training and Development
Proposed by Blake and Mouton
Also known as managerial grid
Aims at attaining much more than the development
and growth of the individual managers.
It is the technique which integrates individual, team
and organizational development.
3. Contd.
this model depicts two prevailing concerns found in
all organizations – concern for productivity and
people.
MG helps the managers in evaluating their concern for
people and productivity. It also stresses the importance
of team – management leadership styles.
4. Stages of Managerial Grid
1) Training
The mangers learn about grid concepts and
how they are applied in week long seminars. After
appropriate instructions, these key managers will
work to implement the grid programme through out
the organization.
5. 2) Team development
Members of the same department are brought together to
discuss how they are going to attain 9 9 position on the
grid.
3) Intergroup development
Marks the beginning of overall organizational development
There is a shift from micro level of individual and group
development to a macro level of group organizational
development.
The main focus is on improving co- ordination and
cooperation among work groups
Inter group tensions are dealt with openly and joint
problem solving procedures are adopted
6. 4) Organizational goal setting
The participants contribute to and agree up on the
important goals of the organization.
A sense of commitment and self control is instilled in
the participants as the managers and subordinates
work together through out the organization
5) Goal attainment
The participants attempt to accomplish the goals
which they set in the fourth stage.
7. 6) stabilization
All the efforts from stage 1 to 5 are evaluated and
critical analysis are made and in the light on this
various programmes may be redesigned.
Interpretation of the leadership grid diagram
8. Blake & Mouton Managerial Grid
1,9 9,9 Best
1,8
(High)
1,7
1,6
(Low) Concern for People
1,5 5,5
1,4
1,3 “Authority”
type
1,2
1,1 2,1 3,1 4,1 5,1 6,1 7,1 8,1 9,1
(Low) Concern for Production (High)
9. Contd.
Co-ordinates (1,1) – impoverished management
the manager makes the minimum efforts to get
required work accomplished as a result minimum
standards of performance and minimum worker
dedication
Co-ordinates(9,1) – Authority compliance.
Excellent work design efficiency in operations, well
established procedures and the interference of human
element is in the minimum degree.
10. Contd.
Co-ordinates (1,9) – country club management
thoughtful attention to the needs of the people
personal and meaningful relationship with workers,
friendly atmosphere, high morale and loosely
structured work design or in other words primary
concern for people, production secondary
11. Contd.
Co- ordinates (9,9) – (team Management)
Work accomplishment from thoroughly committed
people, trust worthy and respectful atmosphere, highly
organized task performances.
Co –ordinates (5,5) – middle of the road management
Concerned with balancing the necessity to get the
work done while maintaining worker morale at a
satisfactory level.
Moderate concern for both production and people.
