When something goes wrong, the emphasis is more on placing the blame on someone, rather than getting the mistake corrected.The manager refuses to accept new ideas and alternative viewpoints.Resistance by subordinates is met with anger and intimidation.The goal of an authoritarian manager is to increase production in lesser time.Some of the characteristics of produce-or-perish management are described below. For the manager, it is productivity that matters the most, and failure to achieve this is not an option. The subordinates are expected to follow without asking any questions. The task-oriented manager coerces, threatens with punishment, controls, and directs his subordinates to do as he wants. Based on where the numbers are positioned on the grid, the management styles are defined as: Impoverished Management (1,1)Īn authoritarian leader is one who stresses on production, rather than addressing employee needs. This indicates the production concern by the manager and the concern for the people. On the grid, each leadership style is defined by two separate numbers separated by a comma. Blake Mouton Managerial Grid Model: Leadership Styles The emphasis here is on achieving organizational goals and high productivity at any cost. This takes into consideration the importance that a leader places on productivity goals. Each axis ranges from 1 (Low) to 9 (High).Ĭoncern for Production: The ‘concern for production’ behavior pattern is plotted along the x-axis. On the grid, ‘concern for people’ is plotted on the y-axis. If the needs and interests of the team members are considered, and steps are taken to advance their personal development, the leader is said to be high on the concern for people. are described below.Ĭoncern for People: This is the extent to which a leader is concerned about the well-being of his employees. Blake and Mouton’s Managerial Grid Analysisīlake and Mouton’s managerial grid is based on two behavioral patterns of the manager. Here is a detailed overview of the managerial grid and the different types of managerial styles developed by Blake and Mouton. These are described on two parameters: concern for people and concern for production. Blake and Jane Mouton, and first published in 1964, the two-dimensional managerial grid predicts five core and prevalent leadership approaches or styles. One way of understanding effective managerial behavior is by the use of the Blake and Mouton’s managerial grid. Understanding the different styles of management helps a manager in not only understanding his assumptions, but also in breaking away from his set of assumptions in situations that require him to do so. However, are these assumptions or beliefs in sync with human motivation? Every manager works under a set of assumptions which he believes will achieve the best results. When a task is assigned to you as a manager, how do you get it done? Do you simply divide the work and assign the tasks to your subordinates without considering their needs or requirements, or do you think about them first before assigning the tasks? Do you look to manage your time and that of your employees efficiently, or are you one of those people who tend to procrastinate and keep their work pending till the wee hours? The answers to these questions can tell you a lot about your style of leadership. “Leadership is the art of getting someone else to do something you want done because he wants to do it.” This Workspirited post elaborates more about this model. Blake and Mouton’s managerial grid is a leadership model that is one of the best ways of understanding different management styles.