The managerial grid theory proposes that managers have two central concerns: concern for production and concern for people. These concerns can be plotted on a grid, with five main leadership styles resulting from different combinations of high or low concerns. The ideal style is team management, with high concerns for both production and people. The grid can be used to diagnose a manager's style and encourage development towards the ideal team management approach.

1. MANAGERIALGRID THEORY
Presented by:
• OMARY SAIDI
• PAULO SAMBO
• PRABHJOT
• RACHEL
• RAGHAV
• RAUNAK
• TYAGI

2. AGENDA
• INTRODUCTION
• WHAT IS MANAGERIAL GRID
• ELEMENTS OF GRID THEORY
• CONCERN FOR PEOPLE
• CONCERN FOR PRODUCTION
• MANAGERIAL GRID STYLES
• USE OF MANAGERIAL GRID
• ADVANTAGES AND DISADVANTAGES
• CONCLUSION

3. MANAGERIAL GRID;A BRIEF INSIGHT
•Robert Blake and Jane Mouton [1960s] proposed a
graphic portrayal of leadership styles through a
managerial grid[sometimes called leadership grid]
•The grid depicted two dimensions of leader
behaviour ,concern for people on y-axis and concern
for production on x-axis both ranging from [1] to
high [9] thus creating 81 different positions in
which the leaders style may fall.

4. MANAGERIAL GRID ;ABRIEF INSIGHT
• Managerial Grid is model originally identified five different leadership
styles based on the concern for people and the concern for production.
• The grid ‘is offered as a model of scientifically verified principles to be
learned for effective managerial behaviour.
• The managerial grid fundamentally asserts that mangers have two
central motivations:
1. The desire to obtain ones own goal.
2. The desire to use the organizational hierarchy best in an effort to
maximize production with and through interpersonal
relationship.

5. FIVE KEY ELEMETS OF GRID THEORY
1. Initiative – taking action ,driving, and supporting.
2. Inquiry – questioning, researching, verifying and understanding.
3. Advocacy- expressing convictions and championing ideas .
4. Decision making-evaluating resources ,choices and
consequences.
5. Conflicts resolution –confronting and resolving disagreements.

6. Concern for people
•Is the degree to which a leader considers the needs
of team members, their interest and areas of
personal development when deciding how best to
accomplish a task.

7. CONCERN FOR PRODUCTION
• Is the degree to which a leader emphasizes concrete
objectives, organizational efficiency and high productivity
when deciding how best to accomplish a task.
• Consider employees and team members.
• Decision making.
• Democratic leadership style.

8. STYLE OF MANAGERIAL GRID
• By mapping these two primary concerns upon the grid, five discrete style of
management behaviour results.

9. STYLE OF MANAGERIAL GRID
Cont...
1. Impoverished management[1;1]
• Managers with this approach are low on both the dimensions
and exercise minimum effort to get the work done from
subordinates.
• The leader has low concern for employee satisfaction and
disorganization prevail within the organization.
• The leaders termed ineffective wherein their action is merely
at preserving job and seniority.

10. STYLE OF MANAGERIAL GRID
Cont...
2 .Middle road[5,5]
• This is basically a compromising style wherein the leader tries to
maintain a balance between goals of company and the needs of
people.
• The leader does not push the boundaries of achievements resulting
in average performance for organization.
• Here neither employee nor production needs are fully met.
• Average performance.
• Compromising leader.

11. STYLE OF MANAGERIAL GRID
Cont...
3. Task management[9,1]
• Also called dictatorial or perish style. Here leaders are more concerned
about production and have less concern for people.
• The style is based on theory x of McGregor. The employees’ needs are not
taken care of and they are simply a means to an end.
• The leader believes that efficiency can result only through proper
organization of work systems and through elimination of proper wherever
possible.
• Such a style can definitely increase the output of organization in short run
but due to the strict policies and procedures, high labour turnover is
inevitable.

12. STYLE OF MANAGERIAL GRID
Cont...
4.Country club leadership[1,9]
• Here the Boss is more of big brother than Autocratic, Social relationship are
more important.
• The leader feels that such a treatment with employees will lead to self
motivation and will find people working hard on their own.
• The aim is to achieve friendly and harmony among members of the
organization.

13. STYLE OF MANAGERIAL GRID
Cont...
5. Team management[9,9]
• A basic need of this style is to involve and commitment toward work.
• It aims at integrating the people and production dimension of work under
condition of high concern for growth.
• The leader feels that empowerment ,commitment, trust, respect and the
elements in creating a team atmosphere which will automatically result in
high employees satisfaction and production.
• It brings team spirit that leads high organizational accomplishment.

14. USE OF THE MANAGERIAL GRID
•Diagnose.
•Evaluate and assess.
•Trying to fit into the grid.
•Reaction according to the situation.

15. ADVANTAGES
• The management of leadership grid is used to help managers
analyse their own leadership style 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.

16. 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.

17. Conclusion
•Although there are a total of 81 different
categories of different behavioural styles on
the grid ,Blake and Mouton concluded that
managers perform best when they use a 9,9
style. Which is team management on the grid.