This presentation is my take on the theory of The Managerial Grid propounded by Robert Blake and Jane Mouton.

1. THE MANAGERIAL
GRID
BY ROBERT BLAKE &
JANE MOUTON
PRESENTED BY-PRESENTED BY-
Rajalaxmi PrakashRajalaxmi Prakash
IIBM PatnaIIBM Patna

2. Introdution
 Robert Blake – Professor of Psychology,
University of Texas
 Jane Mouton – Management theorist, A
former student of Blake
 3 basic issues to work upon in an
organization – Production, People, Boss-
Subordinate Relationship

3. Managerial grid(1960s)
 Managerial Grid is a graphical presentation
with concern for production as the x-axis and
concern for people as the y-axis
 The scales range from 1(for lowest priority)
to 9(for highest priority)
 The different positions on the graph indicate
different leadership styles

4.  Based on 2 behavioral dimensions:-
 Concern for production - concrete objectives,
organizational efficiency and high
productivity
 Concern for people - needs of team members,
their interests, and areas of personal
development
 Concern of production and concern of people
is a matter of degree in any organization

6.  5 major managerial positions:-
 (9,1)
 (1,9)
 (1,1)
 (5,5)
 (9,9)
 3 major criteria for analysis:-
 Conflict
 Creativity
 Commitment

7. 9,1 – “Dictatorial”
 Emphasis on production
 People are mere tools to meet the ends
 Autocracy, strict rules and procedures,
punishment
 High labor turnover is inevitable
 Performance is short-lived
 Conflict – Suppressed
 Creativity – Anti-organizational
 Commitment – Anti-organizational

8. 1,9 – “Country club”
 High concern for people
 Assumes that if people are happy and
harmonious, production will take care of
itself
 Work environment is happy, comfortable,
relaxed and friendly
 Production suffers due to lack of direction
and control
 Conflict – Usually avoided or Smoothened
 Creativity – Not much scope
 Commitment – For social relations, For
retention

9. 1,1 – “Impoverished”
 Low concern for both production and people
 Minimum exertion for effort
 Focus on survival
 Focus on not being held responsible for
failures
 Results in disorganization, dissatisfaction and
disharmony
 Inefficient operations
 Conflict – Neutrality is adopted
 Creativity – No scope
 Commitment – Only for survival

10. 5,5 – “Middle of the road”
 Traditions and past practices are analyzed for
future planning
 No arbitrary risks
 Average performance
 Neither production nor people needs are met
 Conflict – Compromise and bargain
 Creativity and commitment are not given
much significance, both are somewhat
average

11. 9,9 – “Team Management”
 High concern for both production and people
 Based on mutual trust, respect and
understanding
 People are made to believe they are
constructive parts of the organization
 They have a say in the organization
 Increased satisfaction, motivation and
production
 Conflict - Confronted
 Creativity – High
 Commitment - High

12. A few other styles - “Opportunistic”
 No fixed position on the grid
 Different styles in different situations
 Usually, the one which offers the greatest
personal benefit
 Exhibits manipulation and exploitation

13. “Paternalistic”
 Migrates from (9,1) to (1,9) and back to (9,1)
 Happens because of recessions, union
management relations, etc.
 Praise and reward employees for good work
 Discourages any thinking conflicting their
own
 Also, a migration from (9,1) to (1,1)

14. Conclusion
 Each style can be appropriate, neutral or
inappropriate, depending upon the situation.
 Essential for every manager to determine his
managerial style because the output he gets
is always proportional to the style that is
applied by him.
 Pro – It helps to reach the ideal (9,9)
position through Grid Training.
 Con – It does not take internal and external
factors into consideration.