Kyle Valenzuela
BSLM 4A
Managerial Grid & Survey Research
and Feedback
Managerial Grid
developed by organizational consultants Robert Blake and
Jane Mouton for managers to assess their leadership style.
This model originally identified five different leadership
styles based on the concern for people and the concern for
production
Each being rated from 1(low) to (high)
Concern for People –When a leader considers the needs
of team members, their interests, and areas of personal
development when deciding how best to accomplish a task.
Concern for Results –Where a leader emphasizes
concrete objectives, organizational efficiency and high
productivity when deciding how best to accomplish a task.
Types of Managers:
1. Impoverished Management
2. Country Club Management
3. Authority-Compliance Management
4. Middle-of-the-Road Management
5. Team Leadership
Impoverished Style
Low Results/Low People
This leader is the most ineffective and may results to
disorganization, dissatisfaction and disharmony
Managers use this style to preserve job and job seniority,
protecting themselves by avoiding getting into trouble.
Country Club Style
High People/Low Results
These people operate under the assumption that as long as
team members are happy and secure then they will work
hard. What tends to result is a work environment that is very
relaxed and fun but where production suffers due to lack of
direction and control.
Authority-Compliance Style
High Results/Low People
"Produce or Perish“
Employees are simply a means to an end.
This type of leader believes that the needs of the employees
are only secondary to the needs for efficient and productive
workspace.
This is an Autocratic style and uses punishment as a
motivation
Middle-of-the-Road Style
Medium Results/Medium People
This style seems to be a balance of the two concerns, but,
when you compromise, you necessarily give away a bit of
each concern, so that neither production nor people needs
are fully met.
These leaders settle for average performance and often
believe that this is the most anyone can expect
Team Leadership Style
High Results/High People
Employees understand the organizations purpose and are
involved in determining production needs.
When employees have a stake in the organization’s success,
their needs and production needs coincide.
The Process
Step 1: Identifying your leadership style
Think of some recent situations where you were the leader
and, for each situation, place yourself on the grid according
to where you believe you fit.
Step 2: Identify areas of improvement
and develop your leadership skill
Identify ways you can improve and get the skills needed.
Continually monitor your performance.
Step 3: Put the grid in context
It is important to recognize that the Team Management style
isn’t always the most effective approach in every situation.
If a company is in the midst of a merger, it can be acceptable
to place a higher emphasis on people than on production.
If the company is in an economic hardship or at risk, people’s
needs may be put in the backburner to attain good results.
Advantages of the Managerial Grid
Easy to discuss behaviour and improvement.
Makes the leadership style measurable and allows for two
competing options.
Accuracy
Disadvantage of the Managerial Grid
Ignores the internal and external constraints.
Biased view of themselves.
Takes a bit more time to evaluate which grid is the most
accurate.
Survey Research and
Feedback
Types of Survey
1. Questionnaires
2. Interviews
3. Observation
4. Unubtrusive tools
Questionnaires
7-19
A set of printed or written questions with a choice of answers, devised for the purposes of a survey or statistical study
Major Advantages
Responses can be quantified and summarized
Large samples and large quantities of data
Relatively inexpensive
Major Potential Problems
Little opportunity for empathy with subjects
Predetermined questions -- no change to change
Overinterpretation of data possible
Response biases possible
Interviews
7-20
A meeting of people face to face and may be done by
GROUPS or INDIVIDUALLY
Major Advantages
Adaptive -- allows customization
Source of “rich” data
Empathic
Process builds rapport with subjects
Major Potential Problems
Relatively expensive
Bias in interviewer responses
Coding and interpretation can be difficult
Self-report bias possible
Observations
7-21
The action or process of observing something or someone
carefully or in order to gain information
Major Advantages
Collects data on actual behavior, rather than reports of behavior
Real time, not retrospective
Adaptive
Major Potential Problems
Coding and interpretation difficulties
Sampling inconsistencies
Observer bias and questionable reliability
Can be expensive
Unobtrusive Measures
7-22
Not collected directly from respondents but from secondary sources, such as company records and archives.
Major Advantages
Non-reactive, no response bias
High face validity
Easily quantified
Major Potential Problems
Access and retrieval difficulties
Validity concerns
Coding and interpretation difficulties
Analysis Techniques
7-23
Qualitative Tools
Content Analysis
Force-field Analysis
Quantitative Tools
Descriptive Statistics
Measures of Association (e.g., correlation)
Difference Tests
Qualitative ToolsContent Analysis- a method for assessing qualitative data, especially
interview data, by summarizing comments into meaningful
categories.
STEPS:
1. Responses read to determine whether some answers are
occuring over and over again
2. Based on the comments, themes are generated that capture
recurring comments
3. The respondents’ answeres are placed in the categories.
The categories with the most responses represent the themes
which are most often mentioned
Force-field Analysis- this method of analyzing qualitative data organizes
information pertainning to organizational change into two major
categories FORCE FOR CHANGE and FORCE FOR MAINTAINING
STATUS QUO
STEPS:
1. identify the forces supporting and restraining your desired
change,
2. understand the balance between the forces (which will
determine if your change will be effective), and
3. identify the most effective place to direct your energy for the
change to be successful.
Quantitative Tools
Descriptive Statistics
Measures of Association (e.g., correlation)
Difference Tests-It can be used to compare a sample group to some
standard or norm to determine if the group is above or below
average.
This can also be used to determin whether two groups differ
from each other, and to determine if the group has changed.
SURVEY FEEDBACK
Is the process of collecting and feeding back data from an
organization or department through the use of a questionare
or survey.
The data is analyzed and fed back to the organizations
members to improve the performance of such.
8-31
Possible Effects of Feedback
Feedback occurs
Is energy created
by the feedback?
What is the direction
of the energy?
No
Change
Do structures and
processes turn energy
into action?
Change
Failure,
frustration,
no changeAnxiety,
resistance,
no change
Energy to use
data to identify and
solve problems
Energy
to deny or
fight data
Determining the
Content of Feedback
8-32
Relevant
Understandable
Descriptive
Verifiable
Timely
Limited
Significant
Comparative
Unfinalized
Effective Feedback Meetings
8-33
People are motivated to work with the data
The meeting is appropriately structured
The right people are in attendance
knowledge
power and influence
interest
The meeting is facilitated
Survey Feedback Process
8-34
1. Members involved in designing the surveyThe parties are told the objective and the level of analysis(organization,
department, small group)
2. The survey is administered to the organization
3. The data is analyzed and summarized
4. The data is presented to the stakeholders1. All organization heads concerned with the analysis are told the results
and they discuss among themselves what steps must be taken next.
5. The stakeholders work with the data to solve problems or
achieve vision
Limitations of Survey Feedback
8-35
Ambiguity of Purpose
Distrust
Unacceptable Topics
Organizational Disturbances
ENDSOURCES:
The internet
Cummings & Worley, 7e (c) 2001 South-Western
College Publishing