As a manager, you would want to ensure people are committed to the organization and that they understand its vision and objectives. The supervisor views it as the most practical management technique. The perspective of people orientation and task orientation as two independent dimensions was a big step in leadership studies. Which of the following defines motivation? The organisation will end up to be a friendly atmosphere, but not necessarily very productive. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands Europe.
The model proposes that, when concern for both people and results are high, employee engagement and productivity will likely be excellent. He is probably a nice person and not disliked by others and is also reasonably capable but is just not mentally present and does the bare minimum. High trust levels on the part of both the leader and the employee lead to high employee satisfaction and production. This style is often referred to as autocratic. It is also important to note that there further refinement to Grid theory in which additional managerial styles combining two or more of the basic styles are identified.
Which of the following theories of motivation does this scenario best illustrate? The Model The Managerial Grid is based on two behavioural dimensions: Concern for People — This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task Ђ Concern for Production — This is the degree to which a leader emphasises concrete objectives, organisational efficiency and high productivity when deciding how best to accomplish a task. Sadly it can be effective in the short term, and interestingly, where a group is failing to react suitably to a serious crisis then it may actually be a viable style for a short period, but the approach is not sustainable, especially where followers have the option to walk away. The company culture might also differ depending on the nature of the work and in certain situation a more task-oriented approach might not be as ill sufficient as you might assume. She likes being surrounded by people, and she never misses social gatherings organized by her modeling agency. An authoritarian leader is one who stresses on production, rather than addressing employee needs. Who wouldn't want to be there right? When employees are committed to, and have a stake in the organisation's success, their needs and production needs coincide.
Theory Y The framework for the Grid was built around the theories of both Abraham Maslow and especially Douglas McGregor and his Theory Y. Leaders can influence followers in highly unfavorable situations. For example, if you need to deliver a product review for a major client and to do it in the shortest possible time, you might want to ask your team to push just that little bit more. Managers using this style praise and support, but discourage challenges to their thinking. She trusts her subordinates and does not care much about the quality of their work.
He manages a staff of three security guards. Anthony is Mathew's least preferred subordinate. The resulting atmosphere is usually friendly, but not necessarily very productive. In fact, the model is the culmination of findings in other leadership studies and an attempt to identify the different ways you can lead. It is the degree to which the requirements of a subordinate's tasks are clearly specified. You have the idea that by ensuring employees are happy and secure with the work, they are also working hard. Group dynamics - Key to decision making, Houston: Gulf Publishing Co.
He hopes that this will increase performance. The situation can be anything — you just had to be the leading and the situations to be a bit different from each other. He makes sure each of his employees has cold water to drink while working. . A variable interval reinforcement schedule d. There is no one right way or a wrong way, per se, nevertheless just like there is no one leadership style that is beneficial for all situations.
At one end of the spectrum is the highly task focused manager who is only interested in getting the work completed regardless of the impact on people. Fiona is a manager at Tune In Solutions. Not surprisingly, Blake and Mouton said this is the least effective approach to leadership. As a result, his employees are highly demotivated and often feel pressurized to complete their work. In short, the manager not only expects less from his employees but also gives very little. However, he grants each employee a month off every year to travel and spend time with their families.
Jim agrees to the specific goals and works toward achieving them. In the context of reinforcement theory of motivation, which of the following intermittent reinforcement schedules does this scenario best illustrate? They rely on group norms rather than on formalized rules and regulations. Leadership styles and figuring out which one is the best can be a complex issue. In the context of reinforcement theory of motivation, which of the following intermittent reinforcement schedules does this scenario best illustrate? Gavin is her least preferred employee because he makes silly mistakes in his reports. In the course of the program the focus moves from the behavior of individual managers to the effectiveness of work groups and teams, and the involvement of the whole organization. In the context of reinforcement theory of motivation, which of the following intermittent reinforcement schedules does this scenario best illustrate? Sasha is the manager of a sales team in a corporation.
Conclusion The Blake and Mouton managerial grid seems to indicate that managers should aim for the team leadership style 9;9 combination, which is a goal-centred team approach that seeks to gain optimum results through participation, involvement, commitment and conflict-solving of everyone who can contribute. The grid highlights how focusing too much on one dimension at the expense of the other leads to a fall in overall productivity. This leader is mostly ineffective. Concern for People: This is the extent to which a leader is concerned about the well-being of his employees. Leadership is controlling, demanding and over-powering. This leader assumes that if employees are happy, they will work hard. He has even fired employees who over-salt the soup or pour a little too much into the cups.