Scribd
Upload
59 views2 pages

Features of Effective Management 22

The document discusses effective management and leadership styles. It describes features of effective management like motivating employees with modern techniques instead of punishment, seeing employees as individuals with needs and values, and building cohesive work groups committed to organizational goals. It also discusses the managerial grid model which plots concern for production on one axis and concern for people on the other. This model shows that high performance and high employee well-being can be integrated, unlike prior views that they were at odds. The grid identifies five leadership styles depending on a leader's positioning on focusing on tasks versus focusing on people.

Uploaded by

p.sankaranarayanan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
59 views2 pages

Features of Effective Management 22

The document discusses effective management and leadership styles. It describes features of effective management like motivating employees with modern techniques instead of punishment, seeing employees as individuals with needs and values, and building cohesive work groups committed to organizational goals. It also discusses the managerial grid model which plots concern for production on one axis and concern for people on the other. This model shows that high performance and high employee well-being can be integrated, unlike prior views that they were at odds. The grid identifies five leadership styles depending on a leader's positioning on focusing on tasks versus focusing on people.

Uploaded by

p.sankaranarayanan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 2

Features of Effective Management

 The motivation to work must be fostered by modern principles and


techniques, and not by the old system of rewards and punishment.
 Employees must be seen as people who have their own needs, desires and
values and their self-worth must be maintained or enhanced.
 An organization of tightly knit and highly effective work groups must be
built up which are committed to achieving the goals and objectives of the
organization in an optimal manner.
Leadership Styles
and Directing
NOTES
Self-Instructional
Material 137
 Supportive relationships must exist within each work group. These are
characterized by mutual respect.
The following are the characteristics of work groups which form the nuclei of the
participative group:
 Members are skilled in leadership and membership roles for easy and clear
interaction
 The group has developed a well established relaxed working relationship.
 The members of the group are loyal to the group and to each other since
they have a high degree of mutual trust.
 The norms, values and goals of the group are a reflection of the values and
the needs of its members.
 The members of one group work with members of other groups in harmony
and respect.
Managerial Grid
Another aspect of behavioural theory of leadership is represented by the managerial
grid. It was developed by Robert Blake and Jane Mouton and plays an important
part in managerial behaviour in organizational development. In general, behavioural
scientists have separated the two primary concerns in organizations, namely, the
concern for production and concern for people. They believed that a high concern
for production necessarily meant low concern for people and high consideration
for workers meant tolerance for low production. However, the managerial grid
model emphasised that both concerns should be integrated to achieve the objectives
of the organization. It assumes that people and production factors are
complementary to each other rather than mutually exclusive.
According to Rao and Narayana, the concern for production is not limited
to things only, and concern for people cannot be confined to narrow considerations
of interpersonal warmth and friendliness. Production can be measured in terms of
creative ideas of people that turn into useful products, processes or procedures,
efficiency of workers and quality of staff and auxiliary services. Similarly, concern
for people includes concern for the degree of personal commitment of
complementing the work requirement assigned to each person, accountability based
upon trust rather than fear or force, sense of job security and friendship with coworkers
leading to a healthy working climate.
The management grid is built on two axis, one representing the ‘people’ and
the other the ‘task’. Both the horizontal, as well as the vertical axis are treated as
a scale from 1 to 9 where 1 represents the least involvement and 9 represents the
most involvement, so that the coordinates (1, 1) would indicate minimum standards
for worker involvement and task design, and coordinates (9, 9) would indicate
maximum dedication of the workers and highly structured operations. Such an
involvement would reflect upon the managerial orientation towards tasks and
Leadership Styles
and Directing
NOTES
Self-Instructional
138 Material
towards workers who are expected to perform such tasks. Blake and Mouton
have identified five coordinates that reflect various styles of leader behaviour. The
managerial grid figure and these styles are shown in Figure 8.1.
Fig. 8.1 Styles of Leader Behaviour
The managerial grid diagram as shown can be interpreted as follows:
 Coordinates (1, 1) This represents an impoverished management and the
manager makes minimum efforts to get the work done. Minimum standards
of performance and minimum worker dedication.

You might also like