– Blake & Mouton; Kirton
Drs Dorothy Hai, Rex Fuller, John Watson
Wisconsin & Bonaventure Universities, 1988
Blake and Mouton’s (1978) Managerial Grid consists of 5 types of managerial styles. They are:
1,1: Impoverished management, low concern for people and production
1,9: Country Club Management, high concern for people; low for production
9,1: Authority-Obedience, low concern for people, high for production
5,5: Organisation Man Management: medium for people and production
9,9: Team Management: high concern for people and production
The sample consisted of 102 employees, ranging from supervisors to top management selected from the staff of four health care organisations, two hospitals and two rehabilitation centres.
The sample was mildly adaptive with a mean of 91.8 (standard deviation correspondingly a little narrow at 13.1, within a slightly restricted range between 59 and 123)
The report concentrated on the relationship between KAI and the Managerial Grid, but included other measures. The relationship between KAI and MBTI were much the same as have been reported elsewhere. There were no significant correlations between KAI and measures of Type A/B; the Attitudes Checklist Questionnaire, relating to one’s supervisor, one’s work, feelings, pay and promotion prospects and Stress Inventory, episodic or chronic stress. Or personal factors such as age, educational level current salary etc. All these results are expected by the theory
The only significant correlation with these additional variables was with the Interpersonal Checklist, which examines tendencies towards interpersonal warmth or domination. Innovators were inclined to domination; the correlation being .24 (p=.01).
The main aim of the study was the relationship with the Managerial Grid. First there was, not surprisingly, no-one in the 1,1 sector. The other four correlation contain one (just) significant correlation (* at p=<.05), as follows: 1,9: -.02; 9,1: -.21*; 5,5: -.03; 9,9: -.18 Editorial Note: The main weakness of the Management Grid is its blatant bias towards the 9,9 ideal compared, at the other extreme of the not-at-all appealing 1,1. This element alone makes this measure as much one of level as of style. We could do with a more sophisticated measure of this aspect of management.