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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

The Managerial Grid

1,9 Country club management

9,9 Team management

Concern for People

7
6 5

4
3 2

5,5 Organization man management Impoverished management 1,1


1 2 3 4 5 6

1
Low

Authorityobedience management 9,1


7 8 9 High

Concern for production

The Grid
Grid Formation

The Managerial Grid

Production-Oriented Leader Constant leader influence 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 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.

The Managerial Grid

(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.