the blake and mouton managerial grid questionnaire

The resulting work atmosphere is therefore usually quite friendly and easy-going, but not very productive. As a consequence, the primary emphasis of Country Club managers is given to people rather than to work outputs. They firmly belief that being accomodating to the needs of subordinates will ultimately increase performance, as everybody will be happy and contented. Managers with this style pay a lot of attention to the security, well-being and harmony of subordinates. Managers that score low on concern for production and high on concern for people are considered to have a ‘Country Club Management’ style. The main concern for Impoverished Managers is often to not be held responsible for mistakes. The motives for this type of managerial behaviour can differ. They exert minimum effort to get required work done and to maintain interpersonal relationships.

Managers that score low on concern for production and low on concern for people are labelled as having an ‘Impoverished Management’ style or ‘Indifferent Management’ style. These managers are friendly, provide open communication, develop teamwork, and are oriented toward their subordinates’ welfare. Concern for People (Relationship-Oriented)Ī concern for people means that managers are mindful of subordinates, respect their ideas and feelings, establish mutual trust. Managers with this style typically give instructions, spend time planning, emphasize deadlines and provide explicit schedules of work acitivities. This article will elaborate on these different kind of styles and its implications.įigure 1: Blake and Mouton Managerial Grid Concern for Production (Task-Oriented)Ī concern for production means that managers direct subordinates towards goals. Depending on a manager’s score on each of the two axis, you can assign different types of management styles to managers.

Each axis on the grid consists of a nine-point scale with 1 meaning a low concern and 9 a high concern. Inspired by these findings, Blake and Mouton from the University of Texas proposed a two-dimensional Managerial Grid based on a manager’s concern for production (task-oriented) and concern for people (relationship-oriented). Even though these two factors are not the only important management behaviours, concern for both the task and the people must been shown at some reasonable level.

Ohio State Studies and Michigan Studies), two basic management behaviours can be identified as important: task-oriented behaviour and people-oriented behaviour. What constitutes a good manager? Based on behavioural research studies on leadership and management (e.g.

The blake and mouton managerial grid questionnaire