Managerial Grid Essay

1319 WordsFeb 4, 20156 Pages
The Managerial Grid A popular framework for thinking about a leader’s "task vs. person" orientation, called the Managerial Grid, was developed by Robert Blake and Jane Mouton in the early 1960s. It plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles. Program directors and managers can refer to this resource when assessing their leadership style. The Managerial Grid Model (1964) is a behavioral leadership model developed by Robert Blake and Jane Mouton. This model identifies five different leadership styles based on the concern for people and the concern for production.The question is, how much attention do they pay to one or the other? This is a model defined by Blake and Mouton in the early 1960s. The Blake and Mouton Managerial Grid uses two axis: 1. "Concern for people" is plotted using the vertical axis. 2. "Concern for task" is along the horizontal axis. As shown in the figure, the model is represented as a grid, with concern for production as the X-axis and concern for people as the Y-axis; each axis ranges from 1 (Low) to 9 (High).The notion that just two dimensions can describe a managerial behaviour has the attraction of simplicity. These two dimensions can be drawn as a graph or grid: Figure 1. Managerial Grid The five resulting leadership styles are as follows: Impoverished management Minimum effort to get the work done. A basically lazy approach that avoids as much work as possible. Authority-compliance Strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible. Country Club management Care and concern for the people, with a comfortable and friendly environment and collegial style. But a low focus on task may give questionable results. Middle of the road management A weak balance of

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