Blake and Mouton identified two fundamental drivers of managerial behaviour as concern for getting the job done, and concern for the people doing the work. They argued that an exclusive concern for production at the expense of the needs of those engaged in production leads to dissatisfaction and conflict, thus adversely affecting performance and on the other hand an excessive concern to avoid conflict and maintain good relationships is also detrimental to the achievement of goals and objectives. The Blake Mouton Managerial Grid is viewed as practical and useful framework that helps managers think about their leadership styles. The model proposes that when both people and production concerns are high, employee engagement and productivity increase accordingly. This is often true, and it follows the ideas of Theories X and Y, and other participative management theories.
In order to provide a framework for describing management behaviours, the two variables of "concern for production" and "concern for people" were plotted on a grid showing nine degrees of concern for each, from 1 indicating a low level of concern, to 9 indicating a high level of concern. Five positions on the grid were plotted, representing five differing managerial behaviour patterns. By plotting 'concern for production' against 'concern for people', the grid highlights how placing too much emphasis in one area at the expense of the other leads to low overall productivity. The Model
The Managerial Grid is based on two behavioural dimensions:
• Concern for People - This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task
• Concern for Production - This is the degree to which a leader emphasises concrete objectives, organisational efficiency and high productivity when deciding how best to accomplish a task. Using the axis to plot leadership 'concerns for production' versus 'concerns for people', Blake and Mouton defined the following five leadership styles:
Fig 1: Blake and Mouton Managerial grid
|Concern for People |High |Country Club management (1;9) | |Team management (9;9) | | |Medium | |Middle of the road management | | | | | |(5;5) | | | |Low |Impoverished management(1,1) | |Produce/Perish/Authority-complianc| | | | | |e (9;1) | | |Low |Medium |High | | |Concern for Production (Task) |
Country Club Leadership - High People/Low Production
This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. He is almost incapable of employing the more punitive, coercive and legitimate powers. This inability results from fear that using such powers could jeopardise relationships with the other team members. The organisation will end up to be a friendly atmosphere, but not necessarily very productive. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of...