Management of both employees and production has been an epochal subject in a global world. The fact is the managers of various organizations need the performance of workers to boost the organizational production. The perturbing questions to most of the managers are the effective management styles that endeavor to embrace both the employees and the production. In early 1960s, Robert Blake and Jane Mouton developed a Managerial Grid Model. Blake and Mouton realized the imperativeness of the employees and production in the organization. In view of the aforementioned, the two innovators included the two factors, the concern for people and the concern for production, in the Grid (Miller, 2014). The Grid has Concern for people plotted on the Y-axis whilst concern for production plotted on the X-axis. The Grid incorporated five various management leadership styles that seek to assist the organizations on how to manage both the people and the production. Below is a diagram of Managerial Grid model that aims to elaborate the interaction of concern for people and the concern for production.
Impoverished Management
Impoverished Management depicts a leadership style in which there is both low concern for people and concern for production or results. A notable fact is that the leadership style in the mentioned style of management is the most inefficient and ineffective. The leader in this case pays low regard to both the people and the production (Lussier & Achua, 2012). Also, the leader creates fewer systems for getting the job done. Similarly, the leader creates poor working environment that neither satisfies nor motivates. Aftermath of the mentioned leadership style is disharmony, disorganization, and dissatisfactionCountry Club Management
Country Club Management is a leadership style in which the leader is truly concern to both the needs and feelings of the people. Prevalently, the leader in this case, work under the assumption that once the people are both happy and secure of their job, then they will deliver high performance. The leader in the mentioned leadership style provides a work environment that is full of fun. The said leadership style pays more regard to the people rather than the production. In view of the mentioned leadership, the production is very low. The primary reason for the low production is because the leader is apprehensive to provide direction and control (Lumpe, 2008).Authoritative-Compliance Management
The mentioned leadership styles completely value the production in comparison to the concern of the people. Plausibly, leaders under the mentioned leadership style strongly believe that the needs of the employees are less important. Similarly, the leaders believe that issuance of money to employees result into high performance in the organization. In a straightforward language, the leader believes that there is an exchange between money and high performance. Apparently, the mentioned leadership style promotes the use of Theory X that manages through threats and punishment (Egner, 2009). A notable fact is that the autocratic leader exerts more pressure on the employees to achieve the organizational goals and objective.
Middle of the Road Management
The aforementioned leadership style put an explicit balance between concern for people and the concern for the production. The leader in this case values both the people and the production. The balance between employees and production permits the leader to ascertain a suitable performance without affecting the needs of the people. Consequently, the balance has led to an average performance.Team Leadership
Interesting to mention is the fact that according to the Blake Mouton model, team leadership is the best managerial style. The leader in this case strongly values both the concern of the people and concern of the production. The employees are working under the said leadership style completely fathom and embrace the organizational purpose and objective. Additionally, the views of the employees are very significant to the management (Rainey, 2009). The theory Y features in the aforementioned leadership where motivation through rewarding is the order of the day. Consequently, there is high production for the organization that practices the mentioned leadership style.
References
Egner, T. (2009). Behavioral Leadership-The Managerial Grid. Germany: GRIN Verlag.
Lumpe, M. P. (2008). Leadership and Organization in the Aviation Industry. USA: Ashgate Publishing Limited.
Lussier, R., and Achua, C. (2012). Leadership: Theory, Application, & Skill Development. USA: Cengage Learning.
Miller, K. (2014). Organizational Communication: Approaches and Process. USA: Cengage Learning.
Rainey, H. G. (2009). Understanding and Managing Public Organizations. USA: John Wiley & Sons.
