Topic: Introduction to Management [2]

(The Managerial Grid)

Subject : Commerce – Paper III

Prof. Sandeep Hegde

Skills of a Manager
 Conceptual skills – refer to
the mental ability to analyze
and diagnose complex
situations
 Interpersonal skills – ability
to understand and motivate
other people
 Technical skills – ability to
apply specialized knowledge
or expertise
 Political skills – ability to
build a power base and
establish the right
connections
 Skills of a Manager
 Controlling the Organization’s
Environment and Its
Resources
 Organizing and Coordinating
 Handling Information
 Providing for Growth and
Development
 Motivating Employees and
Handling Conflicts
 Strategic Problem Solving
The Managerial Grid
The Managerial Grid

The Blake and Mouton Managerial Grid (1985) uses two

axis:

"Concern for people" is plotted using the vertical axis

"Concern for task/Results" is along the horizontal axis.

Most people fall somewhere near the middle

of the two axis.

 The Grid
Grid Formation
The Managerial Grid
 The Grid
Grid Formation
High

9 1,9 9,9
Country club Team
The Managerial Grid

8 management
management
Concern for People

6
5,5
5 Organization man
4 management

3 Authority-
Impoverished obedience
2 management management
1,1 9,1
1
Low 1 2 3 4 5 6 7 8 9 High
Concern for production
 The Grid
Grid Formation

Production-Oriented Leader
• Constant leader influence
The Managerial Grid

• Direct or close supervision

• Many written or unwritten rules and
regulations
• Focus on getting work done

Employee-Oriented Leader
• Relationship-focused environment
• Less direct/close supervision
• Fewer written or unwritten rules and
regulations
• Focus on employee concern and needs
 The Grid
Grid Formation
The Managerial Grid
 The Grid
Grid Styles

(1,9) : Country Club Leader (low task, high relationship)

Predominantly reward power to maintain discipline .Encourage
The Managerial Grid

the team to accomplish its goals. Incapable of employing the

more punitive coercive and legitimate powers.
(1,1) : Impoverished Leader (low task, low relationship)
LBDN – Looking Busy Doing Nothing. They are creative in
getting out of work.
Uses a "delegate and disappear" management style. Not
committed to either task accomplishment or maintenance. Allow
their team to do whatever it wishes and prefer to detach
themselves from the team process by allowing the team to suffer
from a series of power struggles.

(1,9) & (1,1) people get to comfort zone.

 The Grid
Grid styles

(9,1) : Authoritarian Leader (high task, low relationship)

The Managerial Grid

People are very much task oriented . Hard on their workers

(autocratic). Little or no allowance for cooperation or
collaboration. Expect people to do what they are told. It is
difficult for their subordinates to contribute or develop.
(5,5) : Dampened Pendulum
Tends to Compromise
Goes by majority & hopefully satisfies the minority
Past precedence and experience used for decision making.
 The Grid
Grid styles

(9,9) : Team Leader (high task, high relationship)

The Managerial Grid

Leads by positive example .

Foster a team environment in which team members can
reach their highest potential.
Encourage the team to reach team goals effectively .
They normally form and lead some of the most productive
teams.
Confronts issues and seeks to validate information.
The Managerial Grid

Melt

Mold

Harden & Ignite!

Adapted from E.M. Griffin. The Mind Changers. Wheaton, Illinois: Tyndale Publishers, 1976.