grid management

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)

6. 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

7. 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.

8. 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

9. 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

10. 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

11. 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.

12. 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.

13. 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.

14. 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