Theoreticians Robert R. Blake and Jane S. Mouton were the first to theorize on the dynamics of organizations. The most recognized part of their work relates to the grid of managerial development, which they developed. It conceptualizes management according to the various styles of leadership. Blake and Mouton attempt to show the various types of existing management, the way they are based on the way in which they act with their team and on the way in which they make decisions in particular.
The Grid allows an evaluation and a comparison of the various styles of managing while being based on objective facts and providing common language and concepts.
Chapter I appears as a rather lucid introductory chapter where the reader is invited to answer a multiple-choice questionnaire which will enable him to define its style of management, to see what he does every day, for example. The research of Blake and Mouton led to the formation of a grid representing the various styles of management, with their detailed characteristics. This Grid has been translated into 12 languages and is addressed to various organizations, like companies and hospitals.
Blake and Mouton work to identify the different roles of a manager and develop a managerial grid that identifies the basic options regarding the exercise of leadership to achieve significant results. This grid is applicable for a great many areas and can find solutions to problems of management within an organization.
Tags: Managerial Grid Model, Robert R. Blake and Jane S. Mouton, Management according to the various styles of leadership
[...] This grid could also be applied to all areas where problems can be solved only with or through others. This Grid, which I think is a relatively universal, can serve as a basis for comparison between different types of management. Thus, a company can adapt its management style based on the country where it wants to grow through the grid. For, although it tends towards a uniform management style, each country requires small changes in management to optimize efficiency. This grid appears as a good working basis. [...]
[...] Note also that men are important and cannot be completely replaced by machines. The organization also requires at least two people. Power appears as the third constant of the organization. There is a clear hierarchy in each organization carrying more or less power to the people. Some duties will be to guide the efforts of a group and be responsible for their group. It should also be noted that the culture of each organization can influence the way of acting by a manager. [...]
[...] Decision making can be done alone or with the help of people who have been delegated responsibility; this amounts to more than one team. Critical analysis: This allows us to study and resolve operational problems of an organization. It is necessary to step back on the actions previously performed, to see their effects and act accordingly. It may be interesting to share the findings with other team members to learn from mistakes and past successes. Both authors then wonder how assumptions shape behavior. [...]
[...] The Grid is graduated from 1 to the concern for production is on the horizontal axis, and the concern for the human factor, on the ordinate axis. The authors then detail each type of leader. For example a 9.1 manager will appeal to power and authority to achieve results; the 9.9 uses more team work . There are styles that combine "pure" styles. This is the case of paternalism (combination of 1.9 and 9.1 opportunism or style facade that hides its real motivations behind style The manager will work differently depending on the organization to which he belongs, beliefs, experiences and circumstances in which he must work. [...]
[...] This grid applicable to a great many areas and can find solutions to management problems within an organization - Details of the text Chapter Management styles. Blake and Mouton were initially attached to presenting different management styles. A strong and effective management can achieve maximum results. It was shown how the theory allows a playful approach to the reader, who may identify his faults and qualities, what he does and what he does not do in an exercise, thanks to a managerial form of QCM of six proposals from A to F. [...]
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