THE

MANAGERIAL
GRID
By Robert Blake &
Jane Mouton

PRESENTED BY-
Soham Paul
West Bengal State University
Name: Soham Paul.

Roll No. 3

Presentation Subject:
Principles Of Management.

Topic Name: The Managerial Grid.

Sir‘s Name: Anirban Sarkar. (A.S Sir)

 Introduction

• Robert Blake – Professor of Psychology, University of Texas

• Jane Mouton – Management theorist, A former student of Blake
• 3 basic issues to work upon in an organization – Production, People, Boss-
Subordinate Relationship
 Managerial grid (1960s)

• Managerial Grid is a graphical presentation with concern for production as the x-axis and
concern for people as the y-axis

• The Scales range from 1(for lowest priority) to 9(for highest priority)

• The different positions on the graph indicate different leadership styles

• Based on 2 behavioral dimensions:-
• Concern for production – concrete objectives, organizational efficiency and high
productivity
• Concern for people – needs of team members, their interests, and areas of personal
development
• Concern of production and concern of people is a matter of degree in any
organization
 Managerial Grid
(Blake & Mouton)
• 5 major managerial positions:-
• (9, 1)
• (1, 9)
• (1, 1)
• (5, 5)
• (9, 9)
• 3 major criteria for analysis:-
• Conflict
• Creativity
• Commitmemt
 9,1 - “Dictatorial”

• Emphasis on production
• People are mere tools to meet the end
• Autocracy, strict rules and procedures, punishment
• High labor turnover is inevitable
• Performance is short-lived

• Conflict – Suppressed
• Creativity - Anti- organizational
• Commitmemt – Ani organizational
 1,9 – “Country Club”

• 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

• Conflict – Usually avoided or Smoothened

• Creativity – Not much scope
• Commitment – For social relations, For retention
 1,1 – “Impoverished”

• 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

• Conflict – Neutrality is adopted

• Creativity – No scope
• Commitment – Only for survival
 5,5 – “Middle of the road”

• Traditions and past practices are analyzed for future planning

• No arbitrary risk
• Average performance
• Neither production nor people needs are met

• Conflict – Compromise and bargain

• Creativity and commitment are not given much significance, both are
somewhat average
 9,9 – “Team Management”

• 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

• Conflict - Confronted
• Creativity - High
• Commitment - High
 A few other style – “Opportunistic”

• No fixed position on the grid

• Different style in different situations

• Usually, the one which offers the greatest personal benefit

• Exhibits manipulation and exploitation

 “Paternalistic”

• Migrates from (9,1) to (1,9) and back to (9,1)

• Happens because of recessions, union management relations, etc.

• Praise and reward employees for good work

• Discourages any thinking conflicting their own

• Also, a migration from (9,1) to (1,1)

 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.

• Pro - It helps to reach the ideal (9,9) position through Grid Training.

• Con – It does not take internal and external factors into consideration.