Managerial Grid & Survey Research

and Feedback
Kyle Valenzuela
BSLM 4A

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.
2.
3.
4.
5.

Impoverished Management
Country Club Management
Authority-Compliance Management
Middle-of-the-Road Management
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 organizations 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

isnt 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, peoples
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
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

7-19

Little opportunity for empathy with subjects

Predetermined questions -- no change to change
Overinterpretation of data possible
Response biases possible

Interviews
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

7-20

Relatively expensive
Bias in interviewer responses
Coding and interpretation can be difficult
Self-report bias possible

Observations
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

7-21

Coding and interpretation difficulties

Sampling inconsistencies
Observer bias and questionable reliability
Can be expensive

Unobtrusive Measures
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

7-22

Analysis Techniques
Qualitative Tools
Content Analysis
Force-field Analysis

Quantitative Tools
Descriptive Statistics
Measures of Association (e.g., correlation)
Difference Tests

7-23

Qualitative Tools
Content 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.
2.
3.

identify the forces supporting and restraining your desired

change,
understand the balance between the forces (which will
determine if your change will be effective), and
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.

Possible Effects of Feedback

Feedback occurs
No
Change
Energy
to deny or
fight data
Anxiety,
resistance,
no change

What is the direction

of the energy?
Is energy created
by the feedback?
Failure,
frustration,
no change

Energy to use
data to identify and
solve problems
Do structures and
processes turn energy
into action?
Change

8-31

Determining the
Content of Feedback
Relevant
Understandable
Descriptive
Verifiable
Timely

8-32

Limited
Significant
Comparative
Unfinalized

Effective Feedback Meetings

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

8-33

Survey Feedback Process

1.

Members involved in designing the survey

The parties are told the objective and the level of analysis(organization,
department, small group)

The survey is administered to the organization

3. The data is analyzed and summarized
4. The data is presented to the stakeholders
2.

1.

5.

8-34

All organization heads concerned with the analysis are told the results
and they discuss among themselves what steps must be taken next.

The stakeholders work with the data to solve problems or

achieve vision

Limitations of Survey Feedback

Ambiguity of Purpose
Distrust

Unacceptable Topics
Organizational Disturbances

8-35

END
SOURCES:

The internet
Cummings & Worley, 7e (c) 2001 South-Western
College Publishing