Abstract This brief document endeavors to deliver upon three objectives. First, an explanation of Blake and Mouton’s Managerial Grid will provide the reader with insight regarding the intent and mechanics behind the theory. Secondly, the feasibility of employing this theory in today’s workplace will be briefly explored. Finally, we will identify some of the challenges that may present themselves when referencing this theory within the context of a global marketplace.
Blake and Mouton’s Managerial Grid was originally developed in 1962 as an organizational development model (Thomas, 2006, p. 45). The premise of this theory involves two dimensions systemic in all organizations: people and productivity. Through their
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It is plotted at 5, 5 on the grid. While this style may seem ideal at first, it does ultimately ensure that neither the needs of people or productivity are ever fully realized.
• Task Management Leadership (high production / low people): This style is plotted at 9, 1 on the managerial grid. The leader who relies upon this style is exercising dissonant leadership and can “leave employees feeling pushed too hard by the leader’s relentless demands” (Goleman, Boyatzis & McKee, 2002, p. 72).
• Team Leadership (high production / high people): This category of behavior represents “the pinnacle of managerial style” on the managerial grid (Borowa & Darwish, 2007, p. 19). Plotted at 9, 9 on the grid, this style epitomizes the prospect of successfully integrating intrapersonal purpose with the organization’s vision. According to Borowa and Darwish (2007), “when employees are committed to, and have a stake in the organization’s success, their needs and production needs match” (p.18). To correspond with this grid, Blake and Mouton devised a 35-question instrument to help managers measure the extent of their orientations toward each dimension (Ward, 2006, p.67). However, according to Brooks (2006), “Blake and Mouton found that, left to rank themselves, some 80 percent of people give themselves a 9, 9 rating” (p.1116). In other words, an
Management differs today than it did in the past. In the past, managers were considered “bosses” and their job mostly consisted of giving employees orders, monitoring performance and reprimanding unproductive behavior and misconduct. Many managers still manage employees in such fashion; however, some managers now tend to be more proactive and have changed managerial functions for the betterment of company operations and performance to accomplish organizational goals. Effective management for company success now entails guiding, training, supporting, motivating and coaching employees verses just demanding what
Bateman, T.S., & Snell, S.A. (2009). _Management: Leading and Collaborating in the Competitive World_ (8th ed.). New York, NY: McGraw-Hill/Irwin.
This book identifies three standards of employees which each may require a different method of leadership form the same leader. These employees
A1. Leadership Style Upon conducting research, it is clear that the definition of “leadership” is not agreed upon. It is fluid, based upon many perceptions, situations, and surroundings. According to Robinson (2010), adopting a specific style of leadership is rather futile as it is, “contingent on the personal traits of the leader, the people being led, and the nature of the activity.” Tools are available to help guide potential leaders in determining a preferred style of leadership. For example, utilizing the “Leadership Self-Assessment
Organizational and Industrial (I/O) psychology is used to improve different types of organizational functions. When tasks and employee relationships are not working properly within a company production and profit will be compromised. Some of the issues that I/O manages addresses include poor work habits and dysfunctional work relationships. The following will address group and team concepts that could be implemented to improve performance and diversity, leadership theories that can improve the relationship between management and floor workers, the influence
MindTools, n.d. Blake Mouton Managerial Grid. Retrieved July 20, 2014 from http://www.mindtools.com/pages/article/newLDR_73.htm [Accessed 16 June 2012
Kessler, E. H. (Ed.) (2013). Encyclopedia of management theory (Vols. 1-2). Thousand Oaks, CA: SAGE Publications Ltd. doi: 10.4135/9781452276090
2. Katzenbach and Kahn (2010) compare three types of managers in regard to motivation and pride building (p. 79). This is similar to the Blake and Mouton Managerial Grid. What insights from these categories of managers and the Grid can you use to motivate performance in yourself and others?
Leadership, team diversity and managing conflict resolution is just some of the high points for having a successful team or group. In this paper we will explain what leadership is and the different behavioral styles it represents. It will also touch base on setting higher expectations, creating a vision for the group, as well as stimulating the group to come up with challenging ways of doing things to help avoid burnout.
Kessler, E. H. (Ed.) (2013). Encyclopedia of management theory (Vols. 1-2). Thousand Oaks, CA: SAGE Publications Ltd. doi: 10.4135/9781452276090
This is the essence of the managerial grid defined by Blake and Mounton (1964)which sugest five key leadership styles .
The topic of leadership is historically one of the most widely researched when it comes to explorations of organizational behavior. The success of any institution or organization is pegged on the quality of its leadership because it is the determining factor on the pattern and speed at which it achieves its growth goals. Leaders are responsible for steering an organization toward its goal by mobilizing resources (both human and material) and maximizing their efficiency. The key deliverables for many leaders include employee well-being, teamwork, adherence to organizational processes and procedures, innovation, crisis
When people get a job, they may be nervous or very excited, but they never expect the management to be so bad they will want to quit. This is what happened to Beverly at Gridlock Meadows. Knowing the management style of your employer or supervisor can help you with problems in the long run. This paper will focus on four different management styles and how they could be used in Gridlock Meadows.
An effective leader influences their employees in a desired manner to achieve goals and objectives. Different leadership styles can affect an organization’s effectiveness and performance. The objective of this paper is to analyze the review of literature on various leadership styles over the past years and how effective and ineffective different leadership styles are in the workplace.
The style of leadership varies with every individual. It has been stated that today’s successful leaders have created in their organizations an atmosphere where every employee believes in management, their strategy and the importance of their individual contributions in achieving the organizations goal. Blake Mouton’s Managerial Grid is a model using in identifying leadership style that is based on the concept that there are two behavioural dimensions: concern for people which can be defined as the degree to which leaders are aware of and consider the needs of their staff, their skill sets and development potential when making decisions about specific tasks to be completed. The