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Grid is an oldie but a goodie
David Taylor, Australia
Although Blake's and Mouton's Grid was developed in the 1960's I think it captured the very essence of how to assess managers.
Most organisations assess managers against getting the TASK done against time (the HOW) and of course this is what generates the value for the organisation. With modern well educated intelligent staff, however, managers need to also be concerned for how they engage the staff /PEOPLE (the HOW). Our Organisation's Performance Management System assesses against 1. Task and 2. Behaviours=concern for People, and thus the Grid would be perfect to use in assessing how managers are fairing in achieving a 'balance' between these two fundamental issues.
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Validity of Managerial Grid ModelSanjeev Chugh, Teacher, India Scholars draft their theories on the basis of their experiences and assumptions. Managers validate the theories and accept them if they seem to be working for them. All theories may not work all the time. But their importance can be judged by someone who has similar experience. |
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Managerial Grid Model is Good Reflection of RealityDr Ray Chatwin, Lecturer, United Kingdom Blake and Mouton's position which is that there is one best style and this balances a concern for task and mission accomplishment with a concern for people seems not only sensible but an accurate reflection of what managers really do.
Style is also related to personal values, character and personality and in my view can be varied contingently but only by relatively small margins. A 'style' cannot be picked off the supermarket shelf. |
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Managerial Grid is GreatRajesh Vyas, Teacher, India A brilliant tool for improving both individual and company performance. It will lead to a mature organisation. |
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