Managerial grid model

The Managerial Grid (also: behavior grid) is a scientific model that shows the possible combinations of employees and non- task orientation in management. It is based on research findings from the U.S. Ohio State University, and was developed in 1964 as part of a leadership training for the company Exxon Mobil by Robert R. Blake and Jane Mouton.

Declaration and manifestations

There are two shafts, which are divided into nine stages. Blake / Mouton assume that there are basically at least two orientations in guide behavior; horizontally the proper rational ( task-oriented ) and perpendicular socio- emotional ( employee-oriented ) dimension. In theory, arising from 81 different behavior patterns, but only five are considered essential. Four of them are extreme manifestations, the fifth is a mediocre dar.

  • Type 9.9 Team Management

Regarded as the best leadership behavior, which is to be sought in any situation. Here, the manager of the situation of different approaches depending served. The staff bring high performance. Objectives are considered common goals.

  • Type 9.1 command - obedience management

There are the results of work in the center. On the needs of employees less valued. Characteristic of this style with chord work is applied, since only there is a focus on results.

  • Type 5.5 Organization Management

Attempt to balance between having enough work performance and the need to take into account employee preferences. Employees are motivated, but do not run in top form. It is a compromise solution.

  • Type 1.1 Survival Management

This is considered as the worst style of leadership. There emphasis is placed on either the employee or on the achievement of results ( laissez- faire).

  • Type 1.9 kid glove method

Here is a careful attention to interpersonal relationships takes place. This has a friendly working atmosphere as the center of the guide to business closures. No intensive examination of the objectives. This has a negative impact on the pace of work and income.

The 9.9 management style is considered optimal. All forms in the range 5:9; 5.5; 9.5 are considered to be desirable. Two additional styles of leadership that are combined from the main styles:

  • Type 9 9 patriarchal orientation

Staff and material orientation is distributed equally. Characteristic of this is a relationship that is exchanged in the recognition and reward to loyalty and obedience.

  • Opportunistic orientation

Is supported by the principle: " What / who serves me or my career? " Here each individual or a combination of the other six styles are applied by the opportunists. In a reciprocal relationship performance is exchanged for consideration.

In terms of management is defined as a target to sensitize managers for 9.9 solutions. This leadership style is described as follows:

"Services will be accomplished through dedicated people; interdependence through a common interest in the objectives of the organization leads to relationships of trust and mutual recognition. "

Factors

Robert R. Blake and Jane Mouton point to several factors that influence the choice of leadership style:

  • The organization in which the employee works
  • The situation in which it is located
  • Value systems / settings of the leader
  • Personality / character of the leader
  • Apply opportunity / situation of the supervisor, learned behavior to specific leadership situations

Practice

For the sustainable implementation of the 9.9 - style in the company ( = OE organizational development ) beat Blake / Mouton before a six-phase program that can run for several years. In the preliminary phase, first to the executives become familiar with the methodology. The first phase is a grid - laboratory course in which classified the current leadership style of the participants in the behavior of grating and the 9.9 - style is practiced ( individual learning ). In the second phase, the development team is in the foreground, is practiced in the new leadership with staff, colleagues and superiors ( learning as a group). The third phase requires cooperation between the different groups ( intergroup development). In the fourth phase should one design for the whole organization an ideal model, such as precise financial goals, reconsider decision behavior or develop a new organizational structure. Five phase consists of the implementation of the ideal model and the six- phase, there is a systematic review, if the patterns and the new structures are stabilized.

Criticism

In practice it has been found that this process of corporate development (OD ) was drawn only by a few organizations because it takes up a minimum of three years. Most of the time pressure is too high and a sudden distress ( sales slump, technological orientation, CEO change, etc. ) exist, the forces to the most hasty and authoritarian changes. On the other hand, no suffering exists, as a rule, no change is required in the company, and certainly not in the behavior of managers or staff. This is often not an appropriate time frame for this process given. Furthermore, it is decisive whether the grid model is trained by all executives from top to bottom and lived. Manager at the top shy away often enough to subject her style a reconsideration ( constructive criticism ) ( "Shall kindly change down there - how I want it !"). After it comes to permanent changes in the leadership cadre, which grid training would have established itself as a permanent program and will not last worn for reasons of cost of in-house trainers. Since behavior by the harsh everyday easily fall back into old procedures ( " return effect"), a refresh phase can be very helpful.

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