The sound (previously, team) style (9,9): contribute and commit.By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met. Managers using this style try to balance between company goals and workers' needs. The status quo (previously, middle-of-the-road) style (5,5): balance and compromise.This style is often used in cases of crisis management. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. The dictatorial (previously, produce or perish) style (9,1): in return.The resulting atmosphere is usually friendly, but not necessarily very productive. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase performance. This style has a high concern for people and a low concern for production. The accommodating (previously, country club) style (1,9): yield and comply.The main concern for the manager is not to be held responsible for any mistakes, which results in less innovation decisions. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. In this style, managers have low concern for both people and production. The indifferent (previously called impoverished) style (1,1): evade and elude.The resulting leadership styles are as follows: The model is represented as a grid with concern for production as the x-axis and concern for people as the y-axis each axis ranges from 1 (Low) to 9 (High). In 1999, the grid managerial seminar began using a new text, The Power to Change. The theory was updated with two additional leadership styles and with a new element, resilience. The grid theory has continued to evolve and develop. The optimal leadership style in this model is based on Theory Y. This model originally identified five different leadership styles based on the concern for people and the concern for production. The managerial grid model (1964) is a style leadership model developed by Robert R. The aim of every manager is to go to the level of (9, 9) style.A graphical representation of the Managerial Grid Every leader can identify his own leadership style. The managerial grid approach is attractive and appeals to the common sense. Theoretically, there are 81 positions on the grid which means that there can be eighty one styles of leadership. It is clear from the above styles that the most desirable behaviour is (9.9). Informal methods of communication (viz., grapevine) are frequently used. Meetings are frequently held with the people to know their problems and also listen to their suggestions. People do not get too much information from management under this style. The underlying assumption for this method is that people will work willingly as they know what is going on. Satisfactory performance is achieved by equating the necessity for performance and reasonable morale. This style tries to maintain a balance between the production and people. When the people are involved in planning and execution, they work like a team that leads to high organisational accomplishment. Thus, there is an integration of two important aspects of management viz., production and people. There is an accomplishment of work from committed people that leads to a relationship of trust and respect. This style meets the basic needs of the people and fully involves them to do the productive work with commitment. If subordinates try to create any problem, they are suppressed and their voice is silenced. Thus human element has minimum effect in this style. The use of power by the boss becomes the basis of control. There is no concern of the people doing the work. The work is done under the rule вЂњproduce or perishвЂќ. In this style the interference of human element is minimum and there is an excellent work design and very well laid down procedures. Subordinates will do some work in order to avoid trouble in the organisation. There is a friendly atmosphere and also a high morale. The boss is considered as a big brother and subordinates work on account of loyalty and cordial relations. The manager with (1, 9) orientation develops personal and meaningful relationships with people.

Blake mouton&#39;s managerial grid theory

Blake mouton's managerial grid theory