1. Managerial Grid Blake & Mouton
By:
Ana Piña
Mariana Medina
Velia Liévano
Adriana Juárez

2. THE AUTHORS

3. Dr. Robert R. Blake Blake was born in 1918
He studied psychology at Berea College
Died in 2004

4. Jane Mouton Jane was born in 1930 (Texas)
She studied pure mathematics and physics at the University of Texas
Died in 1987

5. In 1955: they founded Scientific Methods Inc
In 1955: they founded Scientific Methods Inc. to provide consultancy services based on the workplace application of ideas from behavioural science.

6. Blake and Mouton set out to apply the ideas of behavioural scientists such as Rensis Likert to the practice of management.

7. THE MODEL

8. 1950’s
Blake conducted many leadership studies at the University of Michigan and the Ohio State University.

9. 1960’s
At these Universities, Robert Blake and Jane Mouton (1960s) proposed a graphic portrayal of leadership styles through a managerial grid. 
The grid depicted two dimensions of leader behavior.

10. Behavioral Dimensions
Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task.
Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

11. Leadership styles

12. Country Club Leadership – High People/Low Production
Leader is concerned about the needs and feelings of members of his/her team.
“As long as team members are happy and secure then they will work hard”.

13. Produce or Perish Leadership – High Production/Low People
“Employees are simply a means to an end”.
Employee needs are always secondary to the need for efficient and productive workplaces.
This type of leader is very autocratic, has strict work rules, policies, and procedures.

14. Impoverished Leadership – Low Production/Low People
This leader is mostly ineffective.
He/she has neither a high regard for creating systems for getting the job done.
The result is a place of disorganization and dissatisfaction.

15. Middle-of-the-Road Leadership – Medium Production/Medium People
This style seems to be a balance.
It may at first appear to be an ideal compromise.
Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.

17. Team Leadership – High Production/High People
These leaders stress production needs and the needs of the people equally highly.
Employees are involved in understanding organizational purpose and determining production needs.
When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide.

18. Advantages & Disadvantages

19. Advantages
This model is used to help managers analyze their own leadership styles through a technique known as grid training.
This is done by administering a questionnaire that helps managers identify how they stand with respect to their concern for production and people.
The training is aimed at basically helping leaders reach to the ideal state of 9, 9.

20. Disadvantages
The model ignores the importance of internal and external limits, matter and scenario.
Also, there are some more aspects of leadership that can be covered but are not.

21. References