In any study of theories on management styles, the researcher will, continuously, encounter the words ‘Democratic’ and ‘Autocratic’. We, more usually, associate these words with political systems adopted by national governments.
A truly democratic political system enables its citizens to live in a free and open society. It, particularly, involves them in the decision-making process. Regrettably, the manner in which some of these, self-proclaimed, democratic regimes conduct themselves can best be characterized as two foxes and a chicken deciding what to have for dinner!
An autocratic political system is more easily recognised. It is centralized and dictatorial and requires complete subservience to authority. Historical examples abound of this form of totalitarianism and the mayhem that they have caused.
Many management theorists have adopted the terms ‘Democratic’ and ‘Autocratic’ to describe management styles. Douglas McGregor took an uncomplicated view by defining the qualities and attributes of just two key inclusive styles; Theory X (autocratic) and Theory Y (participative). Other theorists, like Tannenbaum and Schmidt, defined and described intermediate styles that exist, on a continuum, between these two extremes.
Blake and Mouton adopted a more refined approach. They hypothesized that a manager’s style can be defined by comparing the relative emphasis between his concern for people and concern for the task. The interaction, between these two indices, creates a function on a management style, which can be measured. The theory was exhibited, graphically, by, what became known as ‘Blake’s Grid’.
The grid is composed of two axes, each calibrated into nine levels. The vertical axis represents a manager’s ‘Concern for the Task’. The horizontal axis represents a manager’s ‘Concern for People’. It is the functions created between these two indices, which define and describe different management styles. Because each axis is subdivided into nine levels, theoretically, the Grid defines 81 separate styles. For clarity, Blake’s Grid focuses on five key Styles.
9.1 (9 of Task; 1 of People)
The 9.1 manager is completely production-orientated. He considers himself a strong boss and insists that his staff do exactly as he says. Any questioning of his decisions or instructions would be considered, at the very least, obstructive and, at most, insubordinate. He is concerned with people, only, insofar as they achieve his production targets, for him. He sees himself as the driving force, in the group, and expects his staff to carry out his instructions, to the letter.
1.9 (1 of Task; 9 of People)
Blake calls the 1.9 manager, the ‘country club’ manager. His only concern is keeping his team happy. He ensures that the atmosphere, in the workplace, is kept friendly and jovial, at all times. He likes to be liked, somehow confusing it with respect. He believes that his friendly approach engenders loyalty and commitment. He is disappointed when events prove otherwise. Unfortunately, he is not always successful in keeping his boss happy because he rarely achieves the required performance standards. He is too busy running a ‘happy ship’.
5.5 (5 of Task; 5 of People)
The 5.5 manager likes to run his life on prescribed rules, regulations and standards. He takes and actions those decisions, which are, already, defined in the procedures manual. The best decisions for him are those with precedent. He would never ‘stick his neck out’ if something seemed different or new. His department appears pretty stagnant because generating and acting upon new ideas means stepping outside existing principles and practice.
1.1 (1 of Task; 1 of People)
The 1.1 manager just doesn’t want to get involved at all. He is not concerned whether the performance targets are achieved or his staff members are happy. He goes to great lengths to avoid making decisions. He distracts attention from others, because such attention might create conflict. He makes no real contribution and his apathy is reflected in the poor attitude and morale of his staff. His approach, usually, results in the Task not being achieved.
9.9 (9 of Task; 9 of People)
The 9.9 manager delegates responsibilities and endows his team members with the trust and authority to get on with the job. He plans, jointly, with each member of his team and then allows them to proceed independently. He provides resources, as required, and is, always, available to advise, assist and support his people. Because he encourages participation, his team members feel free and able to come forward with new ideas. Motivation is high as people feel involved and, genuinely, part of a team.
In a previous life, I was employed by a large international organization, which required all its managers, above a certain level, to attend the ‘Blake Seminar’. The purpose of our attendance, on the Seminar, was to discover our own management styles. The ultimate objective was to promote a 9.9 management culture, throughout the organization.
My management style? I was assessed as having a 9.9 dominant style, with a 9.1 backup. It means that, in the normal course of events, I encourage participation and involve my staff. However, in the event of a crisis, my 9.1 back-up style, temporarily, ‘kicks in’ and I tend to get ‘bossy’. My work colleagues tell me that ‘bossy’ might be something of an understatement.
‘Proper words in proper places, make the true definition of a style’
(Letter to a Young Clergyman, 9 January 1720)
These theories, on Management Styles, contributed to the DNA of the following Training Package: