Five positions on the grid were plotted, representing five differing managerial behaviour patterns.

In order to provide a framework for describing management behaviours, the two variables of “concern for production” and “concern for people” were plotted on a grid showing nine degrees of concern for each, from 1 indicating a low level of concern, to 9 indicating a high level of concern. This is often true, and it follows the ideas of Theories X and Y, and other participative management theories. The model proposes that when both people and production concerns are high, employee engagement and productivity increase accordingly. The Blake Mouton Managerial Grid is viewed as practical and useful framework that helps managers think about their leadership styles. They argued that an exclusive concern for production at the expense of the needs of those engaged in production leads to dissatisfaction and conflict, thus adversely affecting performance and on the other hand an excessive concern to avoid conflict and maintain good relationships is also detrimental to the achievement of goals and objectives.

This style is associated to the autocratic leadership style.Giving examples to demonstrate your understanding of leadership, discuss the Mouton and Blake’s managerial grid Blake and Mouton identified two fundamental drivers of managerial behaviour as concern for getting the job done, and concern for the people doing the work. Here we see a high focus on the task with little concern for people. Employees are neither satisfied nor dissatisfied with their jobs, and their performance is standard. The M iddle-of-the-road leadership style is in the center of the grid and shows balanced concern for production and people. Low People: LowTask – Here the leader has both a low concern for people and a low concern for the task. High People: Low Task – Here the leader has a high concern for people, but a low concern for the task. For example, some managers are more task-focused while others are more team focused. Blake and Jane Mouton in 1964. The model highlights that there are different management or leadership styles that managers focus on. This managerial grid model is a style leadership model developed by Robert R. Blake Moulton Grid 3.2.1 Understanding management, leadership and decision-making

Blake en mouton managerial grid