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Organizational development technique developed by blake and mouton

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Anil Eapen

This document discusses the Grid Training Technique of organizational development. [1] The Grid Training model, proposed by Blake and Mouton, aims to develop individuals, teams, and the entire organization by evaluating managers' concerns for productivity and people. [2] It outlines six stages of the Managerial Grid training process: training managers on the grid concepts, developing teams, developing intergroup relationships, setting organizational goals, attaining those goals, and stabilizing the changes. [3] The document also interprets the leadership positions depicted on the managerial grid.

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Grid Training Technique of organizational development by Fr. Anil Eapen MACFAST, Thiruvalla
Grid Training and Development Proposed by Blake and Mouton Also known as managerial grid Aims at attaining much more than the development and growth of the individual managers. It is the technique which integrates individual, team and organizational development.
Contd. this model depicts two prevailing concerns found in all organizations concern for productivity and people. MG helps the managers in evaluating their concern for people and productivity. It also stresses the importance of team management leadership styles.
Stages of Managerial Grid 1) Training The mangers learn about grid concepts and how they are applied in week long seminars. After appropriate instructions, these key managers will work to implement the grid programme through out the organization.
2) Team development Members of the same department are brought together to discuss how they are going to attain 9 9 position on the grid. 3) Intergroup development Marks the beginning of overall organizational development There is a shift from micro level of individual and group development to a macro level of group organizational development. The main focus is on improving co- ordination and cooperation among work groups Inter group tensions are dealt with openly and joint problem solving procedures are adopted
4) Organizational goal setting The participants contribute to and agree up on the important goals of the organization. A sense of commitment and self control is instilled in the participants as the managers and subordinates work together through out the organization 5) Goal attainment The participants attempt to accomplish the goals which they set in the fourth stage.
6) stabilization All the efforts from stage 1 to 5 are evaluated and critical analysis are made and in the light on this various programmes may be redesigned. Interpretation of the leadership grid diagram
Blake & Mouton Managerial Grid 1,9 9,9 Best 1,8 (High) 1,7 1,6 (Low) Concern for People 1,5 5,5 1,4 1,3 Authority type 1,2 1,1 2,1 3,1 4,1 5,1 6,1 7,1 8,1 9,1 (Low) Concern for Production (High)
Contd. Co-ordinates (1,1) impoverished management the manager makes the minimum efforts to get required work accomplished as a result minimum standards of performance and minimum worker dedication Co-ordinates(9,1) Authority compliance. Excellent work design efficiency in operations, well established procedures and the interference of human element is in the minimum degree.
Contd. Co-ordinates (1,9) country club management thoughtful attention to the needs of the people personal and meaningful relationship with workers, friendly atmosphere, high morale and loosely structured work design or in other words primary concern for people, production secondary
Contd. Co- ordinates (9,9) (team Management) Work accomplishment from thoroughly committed people, trust worthy and respectful atmosphere, highly organized task performances. Co ordinates (5,5) middle of the road management Concerned with balancing the necessity to get the work done while maintaining worker morale at a satisfactory level. Moderate concern for both production and people.
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Organizational development technique developed by blake and mouton

  • 1. Grid Training Technique of organizational development by Fr. Anil Eapen MACFAST, Thiruvalla
  • 2. Grid Training and Development Proposed by Blake and Mouton Also known as managerial grid Aims at attaining much more than the development and growth of the individual managers. It is the technique which integrates individual, team and organizational development.
  • 3. Contd. this model depicts two prevailing concerns found in all organizations concern for productivity and people. MG helps the managers in evaluating their concern for people and productivity. It also stresses the importance of team management leadership styles.
  • 4. Stages of Managerial Grid 1) Training The mangers learn about grid concepts and how they are applied in week long seminars. After appropriate instructions, these key managers will work to implement the grid programme through out the organization.
  • 5. 2) Team development Members of the same department are brought together to discuss how they are going to attain 9 9 position on the grid. 3) Intergroup development Marks the beginning of overall organizational development There is a shift from micro level of individual and group development to a macro level of group organizational development. The main focus is on improving co- ordination and cooperation among work groups Inter group tensions are dealt with openly and joint problem solving procedures are adopted
  • 6. 4) Organizational goal setting The participants contribute to and agree up on the important goals of the organization. A sense of commitment and self control is instilled in the participants as the managers and subordinates work together through out the organization 5) Goal attainment The participants attempt to accomplish the goals which they set in the fourth stage.
  • 7. 6) stabilization All the efforts from stage 1 to 5 are evaluated and critical analysis are made and in the light on this various programmes may be redesigned. Interpretation of the leadership grid diagram
  • 8. Blake & Mouton Managerial Grid 1,9 9,9 Best 1,8 (High) 1,7 1,6 (Low) Concern for People 1,5 5,5 1,4 1,3 Authority type 1,2 1,1 2,1 3,1 4,1 5,1 6,1 7,1 8,1 9,1 (Low) Concern for Production (High)
  • 9. Contd. Co-ordinates (1,1) impoverished management the manager makes the minimum efforts to get required work accomplished as a result minimum standards of performance and minimum worker dedication Co-ordinates(9,1) Authority compliance. Excellent work design efficiency in operations, well established procedures and the interference of human element is in the minimum degree.
  • 10. Contd. Co-ordinates (1,9) country club management thoughtful attention to the needs of the people personal and meaningful relationship with workers, friendly atmosphere, high morale and loosely structured work design or in other words primary concern for people, production secondary
  • 11. Contd. Co- ordinates (9,9) (team Management) Work accomplishment from thoroughly committed people, trust worthy and respectful atmosphere, highly organized task performances. Co ordinates (5,5) middle of the road management Concerned with balancing the necessity to get the work done while maintaining worker morale at a satisfactory level. Moderate concern for both production and people.