Grid Training

7/23/2019 Grid Training

1/17

GRIDTRAINING


2/17

Questions to spare a thought on

When your manager puts you in charge oforganizing a project, what would you do

Would you develop the timelines and tasks anassign responsibility?

Would you think about other people and ft thitheir tasks, opting or people !ho "an and !anit?

"


3/17

What would you do if tas#s start to fall $ehthe plan is o% trac#!

Would you "hase everyone to get ba"k on tra"regardless o other "ommitments they have?

Would you ease o#, kno!ing that they are stra$ust busy doing their $obs, let alone e%tra taskhave given them?

&


4/17

Grid &raining and Development

'roposed by (lake and )outon

*lso kno!n as managerial grid

*ims at attaining mu"h more than the develop

and gro!th o the individual managers

It is the te"hni+ue !hi"h integrates individual,

and organiational development

'


5/17

&his model depi"ts t!o prevailing "on"erns oorganiations - "on"ern or produ"tivity and p

)G helps the managers in evaluating their "onpeople and produ"tivity.

It also stresses the importan"e o team - manaleadership styles.

(


6/17

tages o )anagerial Grid

1) Training*

&he mangers learn about grid "on"epts and ho!applied in !eek long seminars. *ter appropriat

instru"tions, these key managers !ill !ork to imthe grid programme through out the organiatio

") Team de+elopment*

)embers o the same department are brought tdis"uss ho! they are going to attain /, / positiogrid.


7/17

&) Intergroup de+elopment

)arks the beginning o overall organiationaldevelopment

&here is a shit rom mi"ro level o individual adevelopment to a ma"ro level o group organi

development.&he main o"us is on improving "o0 ordination

"ooperation among !ork groups

Inter group tensions are dealt !ith openly andproblem solving pro"edures are adopted

-


8/17

') .rganizational goal setting

&he parti"ipants "ontribute to and agree up onimportant goals o the organiation.

* sense o "ommitment and sel "ontrol is instthe parti"ipants as the managers and subordin

!ork together through out the organiation

() Goal attainment

&he parti"ipants attempt to a""omplish the go

they set in the ourth stage.

/


9/17

) 0ta$ilization

*ll the e#orts rom stage 1 to 2 are evaluated "riti"al analysis are made and in the light on tvarious programmes may be redesigned.

Interpretation o the leadership grid diagram


10/17

&he )anagerial Grid12


11/17

3o0ordinates

3o4ordinates 51,1) 6 impo+erished manage

&he manager makes the minimum e#orts to get r!ork a""omplished as a result minimum standaperorman"e and minimum !orker dedi"ation

3o4ordinates5,1) 6 Authority compliance4%"ellent !ork design e5"ien"y in operations, !e

established pro"edures and the intereren"e o element is in the minimum degree.

11


12/17

3o4ordinates 51,) 6 country clu$ manage

&houghtul attention to the needs o the people

'ersonal and meaningul relationship !ith !orke

riendly atmosphere, high morale and looselystru"tured !ork design or in other !ords prim"on"ern or people, produ"tion se"ondary

1"


13/17

3o4 ordinates 5,) 6 5team 7anagement)

Work a""omplishment rom thoroughly "ommittpeople, trust !orthy and respe"tul atmospheorganied task perorman"es

3o 6ordinates 5(,() 6 middle of the roadmanagement

0 3on"erned !ith balan"ing the ne"essity to getdone !hile maintaining !orker morale at a satlevel.

0

1&


14/17

(ehavioral elements

Grid theory breaks behavior do!n into seven

elements68lement 9escription

Initiative &aking a"tion, driving and

Inquiry Questioning, resear"hing aunderstanding

Advocacy 4%pressing "onvi"tions and

ideasDecision making 4valuating resour"es, "hoi"

"onse+uen"es

Confict resolution 3onronting and resolving

Resilience Dealing !ith problems, setailures

Critique Delivering ob$e"tive, "andi

1'


15/17

7o! to use the )odel

0tep 1* Identify your natural leadership style*

&ake the managerial grid +uestionnaire to see !here yonaturally all !ithin the grid

0tep "* Identify real world e:amples*

0 8o! to support your results o the +uestionnaire, thin

e%ample in the real !orld !here you had to handle a that involved leading someone or a team

0 'lot this on the grid and see ho! you "ompared the

+uestionnaire to the results

1(


16/17

0tep &* Identify ways to impro+e*

0 With your managerial grid mapped, sho!ing both the +uesresults and the real !orld e%ample, think about !hat you "oto be a more 9balan"ed: leader, !ith the main target being

Identiy ; !ays to improve your skill set. 4%ample6 you mayoriented and thereore la"k soter elements o people skills.

improving "ommuni"ation or delegation skills may help. *ltyou may be too people o"used and perhaps some training perorman"e management !ould help you balan"e your ski

1


17/17

0tep '* Regularly re;ect*

Documents

Grid Training