managerial grid blake mouton 1964 report

You can be so focused on your own team delivering that you ignore the wider needs of the organization. Long term it will be difficult to keep the high achievers of your team, as they will seek greener pastures. While you can produce great results they are usually short-lived, because over time team moral starts to drop as their needs are ignored. Your style is often autocratic, and you see your team as a means to an end achieve results, nothing more. You’re this type of leader if you’re only interested in results. Produce or Perish Management (Low people/High results)

This style of leadership is only advisable if you have a highly motivated and competent team working for you. You may be able to avoid blame for failure for a while, but usually not forever. This typically means tasks aren’t being completed to the standard required by the organization, and that team members are dissatisfied too, but you are just doing enough to keep your job. You are not interested in getting the job done, nor are you interested in creating a motivated team. You’re this type of leader if you’re indifferent to both people and results.

Impoverished Management (Low people/Low results) Let’s examine each of these styles of management in more detail. For example, there are times when the Produce or Perish Style is most appropriate, such as when a business needs to be turned around quickly before it goes out of business. It can be easy to jump to the conclusion that the Team Management Style is the best style as it focuses strongly on both people and results, but that isn’t the full story. Leaders with a high concern for results emphasize deadlines, goals, and high productivity when determining how to achieve a task. The original model called this dimension concern for production but it makes more sense these days to think of it as concern for results. Leaders with a high concern for people will take into account each team member’s preferred type of task and their personal development needs, amongst other things. This is the degree to which the leader considers the needs of their team members when deciding how best to complete a task. The Blake Mouton grid is a matrix that characterizes leaders based on two dimensions: 1. The grid tries to find the middle ground between McGregor’s Theory X and Theory Y employees. The grid came to be during the time when Blake and Mouton worked as consultants for Exxon. Mouton, also an American management theorist, was born in Texas in 1930. The model was created by Robert Blake and Jane Mouton.īlake was an American management theorist, born in Massetutics in 1918.

Managerial grid blake mouton 1964 report