Blake and Mouton Managerial Grid
Giving examples to demonstrate your understanding of leadership, discuss the Mouton and Blake’s managerial grid
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
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