Know All about Managerial Grid Model – Blake & Mouton in a Mind Map

Here is my first article on Leadership Theories in a Mind Mapped form. This article explains about Managerial Grid Leadership Model. I attached the document in pdf format for download.

Managerial Grid

Picture in PDF file here Managerial Grid.

Here is the notes with the hierarchical text:

Managerial Grid

  • History
    • Developed by Blake & Mouton
    • Year:1964
    • Grid
      • x-axis
        • Concern for production
        • Scales from 1 to 9
      • y-axis
        • Concern for people
        • Scales from 1 to 9
      • Third axis
        • Was available earlier
        • Motivation
          • Driven by fear
            • Negative
          • Driven by desire
            • Positive
  • Leadership Styles
    • Impoverished or The Indifferent Style (1,1)
      • Low production/Low people
      • Behaviors
        • Evade & Elude

          I distance myself from taking active responsibility for results to avoid getting entangled in problems.

          If forced, I take a passive or supportive position.

          Lazy approach

          Similar to Laissez-faire Leadership Style

      • Result
        • Lack of leadership
        • Dissatisfaction
        • Disharmony
    • Country Club or The Accommodating Style (1,9)
      • Low production/High people
      • Behaviors
        • Yield & Comply
        • I support results that establish and reinforce harmony.
        • I generate enthusiasm by focusing on positive and pleasing aspects of work.
      • Result
        • Happy team members
        • Non-productive
    • Middle-of-the-Road or The status quo style (5,5)
      • Medium production/Medium people
      • Behaviors
        • Balance & Compromise
        • I endorse results that are popular but caution against taking unnecessary risk.
        • I test my opinions with others involved to assure ongoing acceptability.
      • Result
        • Compromise
        • Not so high not so low in both concerns
    • Produce or Perish or The Controlling Style (9,1)
      • High production/Low people
      • Behaviors
        • Direct & Dominate
        • I expect results and take control by clearly stating a course of action.
        • I enforce rules that sustain high results and do not permit deviation
        • Based on McGregor’s Theory X
      • Result
        • Task-oriented
        • Autocratic/Authoritarian Leadership Style
        • Dissatisfaction
        • Conflict
    • Team or The Sound Style (9,9)
      • High production/High people
      • Behaviors
        • Contribute & Commit
        • I initiate team action in a way that invites involvement and commitment.
        • I explore all facts and alternative views to reach a shared understanding of the best solution.
        • Based on McGregor’s Theory Y
      • Result
        • Highly cohesive team
        • High productivity
        • Satisfied & motivated team
    • The opportunistic style OPP (Any 5 positions)
      • Behaviors
        • Exploit & Manipulate
        • I persuade others to support results that offer me private benefit.
        • If they also benefit, that’s even better in gaining support.
        • I rely on whatever approach is needed to secure an advantage.
      • Result
        • High Personal Benefit
    • The paternalistic style PAT (Alternate between (1,9) & (9,1))
      • Behaviors
        • Prescribe & Guide
        • I provide leadership by defining initiatives for myself and others.
        • I offer praise and appreciation for support, and discourage challenges to my thinking.
  • Managerial Grid
    • image
  • Characteristics
    • Similarity
      • McGregor’s Theory X & Y
      • Participative Management
    • Drivers
      • Concern for Production
      • Concern for People
    • Makes behaviors tangible & objective
      • Lists more Leadership Styles between X & Y
    • Classification
      • Behavioral Leadership Model
  • Relationship Skills
    • Skills that affect leadership styles
    • 1. Critique
      • Learning from experience by anticipating and examining how behavior and actions affect
    • 2. Initiative
      • Taking action to exercise shared effort, drive, and support for specific activities
    • 3. Inquiry
      • Questioning, seeking information, and testing for understanding
    • 4. Advocacy
      • Expressing attitudes, opinions, ideas, and convictions
    • 5. Decision-Making
      • Evaluating resources, criteria, and consequences to reach a decision
    • 6. Conflict Resolution
      • Confronting and working through disagreements with others toward resolution
    • 7. Resilience
      • Reacting to problems, setbacks, and failure, and understanding how these factors influence the ability to move forward

    • Application
      • Teams can find which best suits for them
  • Disadvantages
    • Not situational
    • Neglects internal & external constraints
  • Bibliography

Organizational Structure Characteristics

Understanding organizational structure gives every employee an advantage when interacting with key organizational resources. Here I like to present a single point information on Organizational Structure as documented in PMBOK in Mind Mapped way to understand whole concept. No need for me to write in paragraphs about it as the picture tells you everything possible.

Organizational Structure