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