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Balancing Task- and People-Oriented Leadership 2011/03/30

Posted by mourelatos in Management, Uncategorized.
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A popular framework for thinking about a leader’s ‘task versus person’ orientation was developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid, or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles.

Understanding the Model

The Managerial Grid is based on two behavioral 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.
  • Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.

Using the axis to plot leadership ‘concerns for production’ versus ‘concerns for people’, Blake and Mouton defined the following five leadership styles:

Country Club Leadership – High People/Low Production

This style of leader is most concerned about the needs and feelings of members of his/her team. 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.

Produce or Perish Leadership – High Production/Low People

Also known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.

Impoverished Leadership – Low Production/Low People

This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony.

Middle-of-the-Road Leadership – Medium Production/Medium People

This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.

Team Leadership – High Production/High People

According to the Blake Mouton model, this is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.

Applying the Blake Mouton Managerial Grid

Being aware of the various approaches is the first step in understanding and improving how well you perform as a manager. It is important to understand how you currently operate, so that you can then identify ways of becoming competent in both realms.

Step One: Identify your leadership style

  • Think of some recent situations where you were the leader.
  • For each of these situations, place yourself in the grid according to where you believe you fit.

Step Two: Identify areas of improvement and develop your leadership skills

  • Look at your current leadership method and critically analyze its effectiveness.
  • Look at ways you can improve. Are you settling for ‘middle of the road’ because it is easier than reaching for more?
  • Identify ways to get the skills you need to reach the Team Leadership position. These may include involving others in problem solving or improving how you ccommunicate with them, if you feel you are too task-oriented. Or it may mean becoming clearer about scheduling or monitoring project progress if you tend to focus too much on people.
  • Continually monitor your performance and watch for situations when you slip back into bad old habits.

Step Three: Put the Grid in Context

It is important to recognize that the Team Leadership style isn’t always the most effective approach in every situation. While the benefits of democratic and participative management are universally accepted, there are times that call for more attention in one area than another. If your company is in the midst of a merger or some other significant change, it is often acceptable to place a higher emphasis on people than on production. Likewise, when faced with an economic hardship or physical risk, people concerns may be placed on the back burner, for the short-term at least, to achieve high productivity and efficiency.


Five key areas of risk management 2010/10/17

Posted by mourelatos in Management.
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Risk management is an essential part of the management of business training and good management. effective risk management is one of the most appreciated qualities of good leadership.

Effective managers and small business owners to understand that the culture of risk management should be an integral part of their business. Instead of it as a kind of extracurricular activities or as a separate program, risk management must be integrated into an approach to business together. Risk management is the responsibility of all.

To manage risk effectively in the small business environment, effective and successful entrepreneurs have made clear pattern of risk management. This model allows all employees of corporate risk management, where they will be forever.

The five main areas to be carried out successfully the small model of the risk management business are:

Do you understand what’s happening

This element requires that all persons in a society of another effective way to meet and understand the complexity of the problems and concerns they face, both strategically and on a day to day in their homes.

Effectively train entrepreneurs and their employees in problem solving and decision making. They mediate these processes in every facettheir activities.

Research and experience shows that in a situation of crisis in the management of real or perceived risks, people always know what they were trained and ready to go. Alternatively, they can act instinctively. This is often not reliable and can sometimes lead to disaster.

Identify potential threats

Once you have clearly understood what was going on, people active in the economy are able to realistically assess the potential business risks. These threats must be identified in an ongoing business, the annual cycle of the analysis of areas of concern that a. these threats can plan, usually identified in the small business plan and objectives and the initiatives they have written. An example would be succession planning. The ability to identify these risks before it is the ideal way to reduce the incidence of risks that may arise.

Evaluate Threat Profile

The determination of risks associated with a process that prioritizes the risks and the measures of their severity and probability. Once the overall risk profile has been articulated, the measures taken to address them. Every successful company uses these processes and analysis tools in the hands of all employees to ensure that threats are addressed and action plans drawn up.

Determine what to do

Once a course of action has been identified, should be adopted with the responsibilities assigned correctly, responsibilities and deadlines for completion.

The possible actions for risk management include:

  • Avoid the risk of total
  • Reduce the probability of risk occurring
  • Reduce the impact of risk
  • Transfer the risk
  • Accept the risk

Monitoring and evaluation of policies
As with all action plans, once completed, the results and outcomes must be monitored to ensurethat the desired result was achieved.

10+ ways to be productive when you’re brain dead 2010/08/31

Posted by mourelatos in Management, Uncategorized.
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Cognition on the fritz? Here are some ways to salvage the day even if you’re not hitting on all (or any) cylinders.
Read more…

10+ ways to be productive when you’re brain dead

Jeff Bezos: What matters more than your talents | Video on TED.com 2010/07/24

Posted by mourelatos in Management.
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Jeff Bezos: What matters more than your talents | Video on TED.com.

Starting with the TOC Thinking Process 2010/06/25

Posted by mourelatos in Management, Uncategorized.
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Starting with the TOC Thinking Process

Insights You Can Use » Blog Archive » Musing on Organizational Change 2010/05/27

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Insights You Can Use » Blog Archive » Musing on Organizational Change.

The surprising truth about what motivates us 2010/05/26

Posted by mourelatos in Management, Uncategorized.
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This lively RSA Animate, adapted from Dan Pink’s talk at the RSA, illustrates the hidden truths behind what really motivates us at home and in the workplace.

YouTube – RSA Animate – Drive.

World Entrepreneurship Day: GE and Google 2010/05/11

Posted by mourelatos in Management, Uncategorized.
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A discussion on Championing an Innovative Culture & Embracing Disruptive Ideas in a Global Corporation with Maria Bartiromo, Beth Comstock, and Anjali Joshi.


SOA Insight – webinar: 2010-04-28 2010/04/15

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Get Control and visibility of your Business Transaction from the application landscape, SOA and integration perspective.


Webinar, Online Event

FREE webinar

20100428_SOA/Insight_webinar – tcm:37-64899 Page.

Four Questions about Change 2010/04/15

Posted by mourelatos in Management, Uncategorized.
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People basically have a negative attitude to change. It does not matter if it is self that has been proposed to apply change or if there is someone else, the setting is the same. In order for us humans to change our attitude and then finally accept this ongoing change process as it applies to some basic questions answered.

1)The first question to be answered is why?
Why do we do this? What is it good for? A major problem with getting past this phase is that management often has a different view of how this question should be answered as compared to the regular employees. Management often think that a public information session is enough to get everyone’s confidence, but this is not the case.

2) The second question to answer is what I do?
What about me? It is not especially large changes to the type of questions should arise. The point of the uncertainty of one’s own work and it can transform the most loyal workers.

3) The third question to be answered in order to come to peace with the changes is how?
How is it done? How do we solve this? What about? The third question asked by people who are relatively far forward in the process of accepting change and it augurs well that this issue is when it appears that the person will contribute to the solution to any problems that might arise.

4) The fourth and final question that usually occur is if?
If we do this, then we can also solve this problem. When people have reached this last part of the process as they begin to see potential opportunities and improvements, and the negativity is usually completely gone now. People who have reached this phase starts now to help and encourage their colleagues and the whole process of change begins to run smoothly and relatively conflict-free. As illustrated in the following
figure so have people who have reached the last part has overcome the uphill climb as the first three parts are in. It is only when the crest is passed by the positive attitude begins to appear.