THE MANAGERIAL

GRID
BY ROBERT BLAKE
& JANE MOUTON
Introdution

 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
 5 major managerial positions:-
 (9,1)

 (1,9)

 (1,1)

 (5,5)

 (9,9)

 3 major criteria for analysis:-

 Conflict
 Creativity
 Commitment
9,1 – “Task”

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

 Conflict – Suppressed
 Creativity – Anti-organizational
 Commitment – Anti-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 risks
 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