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Every manager has 2 prime concerns for the company …… PEOPLE AND PRODUCTION Dr’s. Robert Blake and Jane Mouton put together a Managerial Grid in 1964, which has subsequently been updated, which gave people and production, a number from 1-9 in respect of concern by a manager . The manager with extreme concern for people will be a highly social person who needs the attention of others, is high on recognition as a motivator. These managers will be afraid of upsetting the status quo, and fear not being liked. They must be liked by people, which will interfere with management procedures such as discipline, conflict, rules and regulations. These managers will be more lenient with remuneration and working conditions, at the expense of profit. CONCERN FOR PRODUCTION The manager with extreme concern for production will be a ‘director’, authorative and demanding. Often referred to as a big stick manager or an autocrat. Their demands for high production, efficiency and profitability will be at the expense of the people. There is likely to be high turnover of staff, and growth of the company becomes limited. COMPROMISE The effective manager compromises between the two extreme styles to become the most effective manager possible, as can be demonstrated in the following graph.
1/1 IMPOVERISHED MANAGER Minimum effort to get the required work done to sustain employment in the organisation. The manager has little interest in productivity, or people, and will ‘survive’ within the company, doing as little as possible to meet standards expected. A manager that ‘fits in’, is seldom noticed, and not bound for advancement or promotion. Production, people and profit suffer. This is often the type of manager who, when off work for 6 months, business is as usual. The business could probably run without the manager. The ambivalent manager. 9/1 AUTHORITIVE MANAGER Efficiency in operations, results from organising work conditions in a way that human elements are only involved a minimum amount. This is the autocrat; big stick manager, who managers with fear, even though they may not be aware of it. This leads to distrust, and staff often want to ‘get their own back’ for the way they are treated. This can be seen indirectly in a number of ways.
This manager puts all their effort into getting the job done, and will dominate people to make it happen. Quite often, this manager is unaware of the devastation they cause. Often this manager will organise ‘yes’ people around them to minimise confrontation; then wonder why people don’t perform to the manager’s expectations, of staff being able to ‘think for themselves’ . 1/9 COUNTRY CLUB MANAGER Thoughtful attention to the needs of people for satisfying relationships, leads to a comfortable, friendly organisation, atmosphere and workplace. This managerial style puts a high value on personal relationships. Rarely will the manager be drawn into criticism and discipline, instead they will be accepting. Productivity and profit suffers. This manager will be easily ‘rolled over’ by the people, when decisions have to be made. They do not want to upset the status quo, and risk being disliked. 5/5 ORGANISATIONAL MANAGER Adequate organisation performance by balancing the need to execute an adequate amount of work, whilst maintaining the moral of the workplace at an adequate level. This manager is motivated by security. An ‘average’ manager who will please the majority. A non-risk taker where guidelines aren’t available. Most tasks are done ‘by the book’ with little creativity. 9/9 TEAM MANAGER Work is accomplished by committed team members. Relationships of trust and respect through interdependence of one another. When the boss is away, the team are empowered. This manager has maximum concern for people, and maximum concern for production. Often a change agent, this manager looks for improvement ideas from the team and outside sources; encourages feedback, and is respected as a great leader because of their total commitment to the team. QUESTION: What are you paid for? ANSWER: To maximise profit.
YOUR 3 MANAGEMENT STYLES Everyone tends to have 3 management styles …… DOMINANT, BACK-UP AND FACADE. DOMINANT STYLE The style which you have probably already worked out, you have either today, or even before today. This will be determined by the following: 1. PERSONALITY
2. EXPERIENCE
3. SITUATION The culture of the company may dictate a style which you adopt as your dominant style.
BACK UP STYLE There are times when the dominant style isn’t effective, and you need to change your style to ensure a task gets done. Often you will be under pressure of time constraints, irritability, trauma or even domestic pressure. Any of the 5 styles may be used as a back up style. Examples.
FACADE STYLE Management by deception. There is often a lack of integrity with some managers. This is often seen in the motor trade, direct sales organisations, office equipment sales and scattered around many other organisation types. The manager often has a weakness which they try to cover. The most noticeable is integrity itself. The manager portrays honesty, loyalty and trustworthiness yet disappoints the staff with the opposite behaviour. In some cases a manager may move to a back up style under pressure, causing people problems, then have to go to a façade style to recover the situation. Managers who are seen to do this are disrespected by their team. In order to establish what leadership style is likely to be adopted by a manager, if you can't see that manager in action, you can get behavioural analysis and attitudinal reports to indicate their style. You can access these through us. Click on the following link if you want some information. Send me info on behavioural and attitudinal reports E-Mail Us: Click Here
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Glenn Harrison Author/Coach/Trainer/Motivational Speaker |
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We train all over the world; at no additional cost other than economy travel and overnight expenses. |
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