OB Presentation- PGDM (2011-2013), Sec-B.

8/4/2019 OB Presentation- PGDM (2011-2013), Sec-B.

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B Y -

C H I T R A N S H S A X E N A ( 5 9 )

D I V Y A A G G A R W A L ( 6 9 )

H E M A N T T R I V E D I ( 7 9 )

K U M A R N I S H I K A N T ( 8 9 )

M A N I S H R A S T O G I ( 9 9 )

M E G H A L B H A R G A V A ( 1 0 9 )

Managerial Grid


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Introduction

The managerial grid is a behavioral leadership model

developed by Robert R. Blake and Jake Mouton. It

originally identified 5 different leadership. The optimalleadership style in this model is based on Theory Y .


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Concern for People Concern for Production

Degrees on which leader

considers

Team members

Their interests

Areas of personal

development

Degrees on which leader

emphasizes

Concrete objectives

Organizational efficiency

High productivity

Understanding The Model

Based on two behavioral dimensions


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Managerial Grid


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Low

High

Needs

FeelingsLeaders

concernedabout

As long asmembers happyand secure ,theyll work hard.

Assumption

Work environmentrelaxed and fun

Production lacksdirection andcontrol

Results


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Low

Low

Leader ineffectiveBelief

No regard for creatingsystems for getting jobdone

No regard for creating awork environment that issatisfying andmotivating.

Assumptions

Disorganistion

Dissatisfaction

DisharmonyResult


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Pinnacle ofmanagerial style

Leaders stress onneeds of productionand people equallyand highly

Belief

High production

Teamenvironment

based on trust andrespect

High satisfactionand motivation

Result

High

High


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Balance between twocompeting concerns

Ideal compromiseAssumption

Give away bit of eachconcern

So that neitherproduction norpeople needs arefully met

Solution toproblem

Settle for averageperformance

Belief that this is themost anyone canexpect

Result


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Applying The Managerial Grid

Being aware of the various approaches is the first step in

understanding and improving how well you perform as a

manager.

It is important to understand how you currently operate,

so that you can then identify ways of becoming competent

in both realms.


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Step 1: Identify your leadership style

Think of some recent situations where you were the

leader.

For each of these situations, place yourself in the gridaccording to where you believe you fit.


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Step 2: Identify areas of improvement anddevelop your leadership skills

Look at your current leadership method and critically

analyze its effectiveness.

Identify ways to get the skills you need to reach the TeamLeadership position.

Problem Solving.

Communication.

Scheduling or monitoring project progress.


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Step 3: Put the Grid in Context

It is important to recognize that the Team Leadership style

isnt always the most effective approach in every

situation.

While the benefits of democratic and participative

management are universally accepted, there are times that

call for more attention in one area than another.


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Behavioral elements

Grid theory breaks behavior down into seven key elements:

Element Description

Initiative Taking action, Driving and supporting .

Inquiry Questioning, researching and verifyingunderstanding

Advocacy Expressing convictions and championing

ideas

Decision making Evaluating resources, choices and

consequences

Conflict resolution Confronting and resolving disagreements

Resilience Dealing with problems, setbacks and

failures

Critique Delivering objective, candid feedback


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OB Presentation- PGDM (2011-2013), Sec-B.

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Transcript of OB Presentation- PGDM (2011-2013), Sec-B.