Blake-Mouton Managerial Grid - Revision history

S202045: /* 1,1 – Improvised Management */

2021-02-27T17:29:11Z

1,1 – Improvised Management

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 ==== 1,1 – Improvised Management ====
 ,1 or ''Improvised Management'' is located in the left corner, representing a minimum concern for both production and people. 1,1 oriented manager seeks to continue the current activities to remain a member of the organisation, by applying minimum effort. He avoids activities that reveal that he is uninterested, as he knows that can get him fired.  The involvement of subordinates is likely low, as a result from the lack of leadership <ref name="versatile">Blake, R. and Mouton, J. (1981). ''The Versatile Manager: The Grid Profile''. Homewood, Ill. : R.D. Irwin..</ref> (p.31).
 <li style="display: inline-block;"> [[File:the_Grid.png|thumb|right|500px|'''Figure 1:''' Based on Figure 2-1. Managerial Grid, in the Managerial Grid III: The Key to Leadership Excellence, p.12. <ref name = "original"></ref>]]

S202045: /* Step 1 - Identify Leadership style */

2021-02-27T17:29:00Z

Step 1 - Identify Leadership style

← Older revision		Revision as of 17:29, 27 February 2021
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	''The following questionnaire is based on pages 2-5 in the Managerial Grid III: The Key to Leadership Excellence <ref name = "original"></ref>.''		''The following questionnaire is based on pages 2-5 in the Managerial Grid III: The Key to Leadership Excellence <ref name = "original"></ref>.''






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	!colspan="8"\|Questionnaire		!colspan="8"\|Questionnaire
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	The following table, based on page 13 in ''the Managerial Grid III: The Key to Leadership Excellence'', shows which statement corresponds to each style.		The following table, based on page 13 in ''the Managerial Grid III: The Key to Leadership Excellence'', shows which statement corresponds to each style.

S202045: /* Step 1 - Identify Leadership style */

2021-02-27T17:28:22Z

Step 1 - Identify Leadership style

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S202045: /* Step 1 - Identify Leadership style */

2021-02-27T17:27:56Z

Step 1 - Identify Leadership style

← Older revision		Revision as of 17:27, 27 February 2021
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	''The following questionnaire is based on pages 2-5 in the Managerial Grid III: The Key to Leadership Excellence <ref name = "original"></ref>.''		''The following questionnaire is based on pages 2-5 in the Managerial Grid III: The Key to Leadership Excellence <ref name = "original"></ref>.''






	{\| class="wikitable" style="margin: auto;"		{\| class="wikitable" style="margin: auto;"

S202045: /* 1,1 – Improvised Management */

2021-02-27T17:27:23Z

1,1 – Improvised Management

← Older revision		Revision as of 17:27, 27 February 2021
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	==== 1,1 – Improvised Management ====		==== 1,1 – Improvised Management ====
	1,1 or ''Improvised Management'' is located in the left corner, representing a minimum concern for both production and people. 1,1 oriented manager seeks to continue the current activities to remain a member of the organisation, by applying minimum effort. He avoids activities that reveal that he is uninterested, as he knows that can get him fired. The involvement of subordinates is likely low, as a result from the lack of leadership <ref name="versatile">Blake, R. and Mouton, J. (1981). ''The Versatile Manager: The Grid Profile''. Homewood, Ill. : R.D. Irwin..</ref> (p.31).		1,1 or ''Improvised Management'' is located in the left corner, representing a minimum concern for both production and people. 1,1 oriented manager seeks to continue the current activities to remain a member of the organisation, by applying minimum effort. He avoids activities that reveal that he is uninterested, as he knows that can get him fired. The involvement of subordinates is likely low, as a result from the lack of leadership <ref name="versatile">Blake, R. and Mouton, J. (1981). ''The Versatile Manager: The Grid Profile''. Homewood, Ill. : R.D. Irwin..</ref> (p.31).

S202045: /* 1,1 – Improvised Management */

2021-02-27T17:27:03Z

1,1 – Improvised Management

← Older revision		Revision as of 17:27, 27 February 2021
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	==== 1,1 – Improvised Management ====		==== 1,1 – Improvised Management ====
	1,1 or ''Improvised Management'' is located in the left corner, representing a minimum concern for both production and people. 1,1 oriented manager seeks to continue the current activities to remain a member of the organisation, by applying minimum effort. He avoids activities that reveal that he is uninterested, as he knows that can get him fired. The involvement of subordinates is likely low, as a result from the lack of leadership <ref name="versatile">Blake, R. and Mouton, J. (1981). ''The Versatile Manager: The Grid Profile''. Homewood, Ill. : R.D. Irwin..</ref> (p.31).		1,1 or ''Improvised Management'' is located in the left corner, representing a minimum concern for both production and people. 1,1 oriented manager seeks to continue the current activities to remain a member of the organisation, by applying minimum effort. He avoids activities that reveal that he is uninterested, as he knows that can get him fired. The involvement of subordinates is likely low, as a result from the lack of leadership <ref name="versatile">Blake, R. and Mouton, J. (1981). ''The Versatile Manager: The Grid Profile''. Homewood, Ill. : R.D. Irwin..</ref> (p.31).

	<li style="display: inline-block;"> [[File:the_Grid.png\|thumb\|right\|500px\|'''Figure 1:''' Based on Figure 2-1. Managerial Grid, in the Managerial Grid III: The Key to Leadership Excellence, p.12. <ref name = "original"></ref>]]




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			<li style="display: inline-block;"> [[File:the_Grid.png\|thumb\|right\|500px\|'''Figure 1:''' Based on Figure 2-1. Managerial Grid, in the Managerial Grid III: The Key to Leadership Excellence, p.12. <ref name = "original"></ref>]]

	==== 9,1 – Authority-Obedience ====		==== 9,1 – Authority-Obedience ====

S202045: /* 9,1 – Authority-Obedience */

2021-02-27T17:26:32Z

9,1 – Authority-Obedience

← Older revision		Revision as of 17:26, 27 February 2021
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	<li style="display: inline-block;"> [[File:the_Grid.png\|thumb\|right\|500px\|'''Figure 1:''' Based on Figure 2-1. Managerial Grid, in the Managerial Grid III: The Key to Leadership Excellence, p.12. <ref name = "original"></ref>]]		<li style="display: inline-block;"> [[File:the_Grid.png\|thumb\|right\|500px\|'''Figure 1:''' Based on Figure 2-1. Managerial Grid, in the Managerial Grid III: The Key to Leadership Excellence, p.12. <ref name = "original"></ref>]]














	==== 9,1 – Authority-Obedience ====		==== 9,1 – Authority-Obedience ====

S202045: /* Annotated bibliography */

2021-02-27T08:55:48Z

Annotated bibliography

← Older revision		Revision as of 08:55, 27 February 2021
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	:This is the third edition of the book that Robert Blake and Jane Mouton wrote about the Managerial Grid. The book discusses the Grid in great details. It presents the Grid framework, the five different leadership styles and examines the 9.9 orientation in great depth. The three additional leadership theories are discussed as well as how the Grid can be used to increase organisational effectiveness in a company. In addition, there is a conceptual analysis of current leadership theories as well as a research evaluating the validity of the 9.9 orientation.		:This is the third edition of the book that Robert Blake and Jane Mouton wrote about the Managerial Grid. The book discusses the Grid in great details. It presents the Grid framework, the five different leadership styles and examines the 9.9 orientation in great depth. The three additional leadership theories are discussed as well as how the Grid can be used to increase organisational effectiveness in a company. In addition, there is a conceptual analysis of current leadership theories as well as a research evaluating the validity of the 9.9 orientation.

	;2. ~~Molloy~~, P. (~~1998~~). ''~~A Review of the Managerial~~ Grid ~~Model of Leadership and its Role as a Model of Leadership Culture~~''. ~~Aquarius Consulting~~.		;2. Blake, R, and Mouton, J. (1981). ''The Versatile Manager: The Grid Profile''. Homewood, Ill. : R.D. Irwin.

	:This ~~article provides a more critical perspective~~ of the ~~Managerial~~ Grid~~, other than what is displayed~~ in ~~the original book~~, ~~as might be expected as~~ it is ~~written by the developers of~~ the ~~Grid~~. ~~The Grid is described~~ in a ~~pretty detailed way, but~~ the ~~main focus~~ of ~~the article is~~ to ~~show the Grid as~~ a ~~OD process and as a model~~ of ~~leadership culture. The Grid is tested~~, ~~with the main focus being on the longitudinally on Grid OD as~~ a ~~process~~.		:This book is about the dilemma of managerial leadership, and it identifies behavioural principles that underlie organisational effectiveness and how to put them into use. It shows the Grid in detail, but it also describes in depth how important healthy communication is, especially with the subordinates. In addition, it deals with conflicts, confrontations and responsibilities, in a team setting and shared participation in general. Versatility refers to the capacity of a manager to solve a wide range of dilemmas, either regarding production or people, in a sound way.

	;3. ~~Blake~~, ~~R, and Mouton, J~~. (~~1981~~). ''~~The Versatile Manager: The~~ Grid ~~Profile~~''. ~~Homewood, Ill. : R.D. Irwin~~.		;3. Molloy, P. (1998). ''A Review of the Managerial Grid Model of Leadership and its Role as a Model of Leadership Culture''. Aquarius Consulting.

	:This ~~book is about the dilemma~~ of ~~managerial leadership, and it identifies behavioural principles that underlie organisational effectiveness and how to put them into use. It shows~~ the Grid in ~~detail~~, ~~but~~ it ~~also describes in depth how important healthy communication~~ is~~, especially with~~ the ~~subordinates~~. ~~In addition, it deals with conflicts, confrontations and responsibilities,~~ in a ~~team setting and shared participation in general. Versatility refers~~ to the ~~capacity of~~ a ~~manager to solve~~ a ~~wide range~~ of ~~dilemmas~~, ~~either regarding production or people, in~~ a ~~sound way~~.		:This article provides a more critical perspective of the Managerial Grid, other than what is displayed in the original book, as might be expected as it is written by the developers of the Grid. The Grid is described in a pretty detailed way, but the main focus of the article is to show the Grid as a OD process and as a model of leadership culture. The Grid is tested, with the main focus being on the longitudinally on Grid OD as a process.

	== References ==		== References ==

	<references />		<references />

S202045: /* Leadership in Project Management */

2021-02-27T08:36:00Z

Leadership in Project Management

← Older revision		Revision as of 08:36, 27 February 2021
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	== Leadership in Project Management ==		== Leadership in Project Management ==
	According to PMI standards, the project manager plays a critical role of leading a team to achieve the objectives of a project. He provides the team with leadership, planning and coordination through communication. Leadership skills are the ability to guide, motivate and direct a team <ref name="PM">Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. Project Management Institute, Inc. (PMI). Retrieved from		According to ''Project Management Institute'' (PMI) standards, the project manager plays a critical role of leading a team to achieve the objectives of a project. He provides the team with leadership, planning and coordination through communication. Leadership skills are the ability to guide, motivate and direct a team <ref name="PM">Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. Project Management Institute, Inc. (PMI). Retrieved from
	https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref> (p.56). These skills may include abilities regarding negotiation, resilience, communication, problem solving, decision making, critical thinking and interpersonal skills. A common denominator in all projects is people, and therefore, a big part of the role of a project manager involves dealing with people and different stakeholders of a project. The project manager should strive to be a good leader, as leadership is a crucial part of a successful project <ref name="PM"></ref> (p.60).		https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref> (p.56). These skills may include abilities regarding negotiation, resilience, communication, problem solving, decision making, critical thinking and interpersonal skills. A common denominator in all projects is people, and therefore, a big part of the role of a project manager involves dealing with people and different stakeholders of a project. The project manager should strive to be a good leader, as leadership is a crucial part of a successful project <ref name="PM"></ref> (p.60).

S202045: /* Leadership in Project Management */

2021-02-27T08:34:53Z

Leadership in Project Management

← Older revision		Revision as of 08:34, 27 February 2021
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	== Leadership in Project Management ==		== Leadership in Project Management ==
	~~Project~~ manager plays a critical role of leading a team to achieve the objectives of a project. He provides the team with leadership, planning and coordination through communication. Leadership skills are the ability to guide, motivate and direct a team <ref name="PM">Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. Project Management Institute, Inc. (PMI). Retrieved from		According to PMI standards, the project manager plays a critical role of leading a team to achieve the objectives of a project. He provides the team with leadership, planning and coordination through communication. Leadership skills are the ability to guide, motivate and direct a team <ref name="PM">Project Management Institute, Inc.. (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. Project Management Institute, Inc. (PMI). Retrieved from
	https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref> (p.56). These skills may include abilities regarding negotiation, resilience, communication, problem solving, decision making, critical thinking and interpersonal skills. A common denominator in all projects is people, and therefore, a big part of the role of a project manager involves dealing with people and different stakeholders of a project. The project manager should strive to be a good leader, as leadership is a crucial part of a successful project <ref name="PM"></ref> (p.60).		https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management</ref> (p.56). These skills may include abilities regarding negotiation, resilience, communication, problem solving, decision making, critical thinking and interpersonal skills. A common denominator in all projects is people, and therefore, a big part of the role of a project manager involves dealing with people and different stakeholders of a project. The project manager should strive to be a good leader, as leadership is a crucial part of a successful project <ref name="PM"></ref> (p.60).