THE MANAGERIAL GRID – THE MAKING OF A CLEVER DEVICE FOR DEPICTING MANAGERIAL STYLES

Abstract

Managerial Grid has been recognized as a clever device devised by Blake and Mouton to dramatize concern for production and concern for people as major concerns of leadership (Management, 1986).The theorists themselves proclaimed Grid to be “the most powerful, thoroughly tested, and widely used tool ever designed for developing sound leadership, improving productivity and boosting profits” (Leadership Dilemmas- Grid Solutions, 1991). They rightly claimed so as their Grid has been used widely both in terms of geographical spread and in terms of fields of study. The Grid framework has been used to attain optimum personal and organizational productivity in more than three dozen countries and by millions of the people for more than 25 years. Surprisingly, there exists no analysis of such an influential theory beyond a few paragraphs available in the major textbooks of Management. This paper has carried out a comprehensive analysis of the Blake & Mouton's Managerial Grid and thus presents a complete picture of the theory to scholars and practitioners of the field. This analysis of Blake & Mouton's work is largely based on their important published books and articles. The study reveals that the Management textbooks contain just tangential mention of only five basic Grid managerial styles and take no notice of different deviations from basic styles and their various combinations and facades. The theorists consider 9, 9 managerial style as the ‘One Best Way’ of management which is deemed to promote efficient performance, stimulate and use creativity, and generate enthusiasm for innovation. In their view, such managerial competence can be taught and learned for bringing such excellence in the organisations