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The Managerial Grid Performance: A Japanese Perspective

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The Managerial Grid Performance: A Japanese Perspective

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is the use of workcentered behavior that is designed to ensure task accomplishment.

Although this leadership style often is effective in handling crises, some leaders employ it as their primary style regardless of the situation.

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Uses work-centered behavior coupled with a protective employee-centered concern.

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use of both work-centered and people-centered approaches.

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A Theory X manager believes that people are basically lazy and that coercion and threats of punishment must be used to get them to work.

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A Theory Y manager believes people work hard and seek responsibility and challenge.

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A Theory Z manager believes workers seek opportunities to participate in management and are motivated by teamwork and responsibility.

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- often consist of sheer responsibility
- can be learned through academic study or observation and training.

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difficult to articulate as views of what makes a leader are inconsistent across studies

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1. By their very nature, people do not like to work and will avoid it whenever possible.

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Use one-way communication from managers to subordinates.

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Pay attention to work progress, work processes and barriers that prevent achieving goals.

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2. Workers have little ambition, try to avoid responsibility, and like to be directed.

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Management tends to lack the participation of subordinates, with final decisions remaining in the hands of higher-ranking employees

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Managers focus on tasks rather than employee needs

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3. The primary need of employees is job security.

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4. To get people to attain organizational objectives, it is necessary to use coercion, control, and threats of punishment

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- follow company objectives and rules while attempting to maintain stability as they react to inevitable change.
- journey consists of striving to always do things right (as opposed to doing the right thing).
- focus on reaching objectives by mastering financial information

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1. The expenditure of physical and mental effort at work is as natural to people as resting or playing.

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2. External control and threats of punishment are not the only ways of getting people to work toward organizational objectives. If people are committed to the goals, they will exercise self-direction and self-control.

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3. Commitment to objectives is determined by the rewards that are associated with their achievement.

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4. Under proper conditions, the average human being learns not only to accept but to seek responsibility.

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5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely distributed throughout the population.

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- focusing on failures as a basis for identifying what needs improvement and ignoring success
- denying praise

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6. Under conditions of modern industrial life, the intellectual potential of the average human being is only partially tapped.

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Paternalistic leaders expect people to work hard; In return, employees receive job security and security benefits such as health and retirement programs.

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1. People are motivated by a strong sense of commitment to be part of a greater whole—the organization in which they work.

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2. Employees seek out responsibility and look for opportunities to advance in an organization. Through teamwork and commitment to common goals, employees derive self-satisfaction and contribute to organizational success.

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Satisfy some of the needs of employees and subordinates tend to show loyalty and compliance.

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3. Employees who learn different aspects of the business will be in a better position to contribute to the broader goals of the organization.

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4. By making commitments to employees’ security through lifetime or long-term employment, the organization will engender in employees strong bonds of loyalty, making the organization more productive and successful.

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Participative leaders typically encourage their people to play an active role in assuming control of their work, and authority usually is highly decentralized.

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- focused on performance and mirrored the autocratic style.
-There was a work-centered focus where subordinates were compared to other groups
-if they were behind, they were pressed to catch up
- This correlates to point 9,1 on the grid .

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Leaders motivate employees through mentoring employees, encouraging shared decisions, or delegating responsibilities.

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- not something that can be learned, but something that must be earned through respect.
- people are not hired as leaders, but appointed as such via employee perspective on the individual.

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The second leadership ( “M supervision” )

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The second leadership ( “M supervision” )

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- was centered on preserving and enhancing the group.
- This person uses leadership style 1.9 (low task, people oriented)
-to foster an atmosphere , interpersonal ties were improved, and suggestions were encouraged.

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- guide and motivate team members and are extremely visible
- work to get the right people in the right positions and motivate them
-  money matters become a secondary objective.

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- integrated the first two strategies into a performance-maintenance style
- While there was a lot of pressure to finish work, supervisors nonetheless offered encouragement and support.
-  This style is associated with participative leadership and is represented by point 9,9 on the managerial grid.

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- more absenteeism
- did not get very involved in either the task or the people side of the group being led.
- the supervisor used a 1,1 leadership style on the grid.

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- leadership is about the drive to ultimately do the right thing.
- The focus on the success of team members and building their morale and motivation.
-  the firm seeks to implement and execute the right strategy.

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- The PM style is most effective in all stages.
- The P leadership style is the second most effective leadership style.
- Leadership style M is an effective leadership style
- Finally, the (1,1) leadership style is always ineffective.

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- If an individual is a high achiever, he or she may be motivated by intrinsic factors.
- This group likes it are challenged positively and become ineffective when faced with absent leadership.

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- benefit from training methods that can magnify the most relevant qualities.

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-Skills in effective communication, planning, organizing, and problem solving

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- P group, or dictator group (9,1), supervision is most effective.
- Leadership style M (1.9) is the second most effective in the early sessions, but ultimately leads to negative results.
- PM style (9.9), was moderately ineffective in the first three periods but improved rapidly and was second most effective at the end of the seventh session.
- Dimensional leadership style (1,1) was consistently effective until the fifth meeting; then productivity begins to level off.

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must exhibit the ability to focus on the future while maintaining current organizational trends

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- low-performing groups appear to be driven by external factors.
- this group likes to be told what to do and encourages creative environments