1. Jane S. Mouton (1930 – 1987)
B.S. in Education from the Univ. of Texas, 1950
M.S. in Mathematics from Florida State Univ., 1951
Ph.D. in Psychology from the Univ. of Texas, 1957
Founded Scientific Methods, Inc., with Robert Blake
Wrote more than 40 books and hundreds of articles with Robert Blake
- Most influential work: The Managerial Grid
Jane Mouton was born in Texas in 1930.
She was very well educated, and had an accomplished career. In fact, she was so well regarded that she went on to start Scientific Methods Inc., with Robert Blake and consulted with organizations to help them improve leadership, management, and team building (Scientific Method was later sold and renamed Grid International, Inc, some time after she died).
Brittany G. Hagans - LIS Task #

2. Key Idea
Jane Mouton and Robert Blake believed that "every manager has a clear style of managing … based on their degree of concern for achieving results (tasks) and concern for people.“
Their Managerial Grid is the embodiment of that belief.
The Managerial Grid is based on an examination of an individuals concern for people and their concern for the task.
Examples of what constitutes concern for tasks are: concern for - Results, Bottom line, Profits, Efficiency
Examples of what constitutes concern for the people are: concern for the needs of the people. Trust, Respect, Understanding, Support, Camaraderie among other factors are valued.
The results are then charted on the grid to determine what their management style is.
An individuals management style can fall anywhere in the grid, however, Mouton and Blake have broken down and explained 5 management styles.
Management Styles
1-1: Impoverished Manager: Avoids responsibility and decisions. Projects tend to fail due to lack of direction and motivation
9 -1: Task Master/ Authority Manager: Everything for the bottom line. Negative/adversarial employee-employer relationships. May be successful in the short term, but can’t work in the long term.
1 – 9: Country Club Manager: Everything to keep the people happy. Often not productive. Decisions are often avoided (or bad decisions are made) in order to keep people happy.
5 -5: Middle of the Road Manager / Dampened Pendulum Manager: Managers who sometimes are all about the task, and sometimes all about the people. Better than an impoverished manager, but never results in excellent results.
9 – 9: Managerial Nirvana / Team Manager: Results from a “respect for the individual, and a passion for maximizing results”. The optimal combination of delegation, encouragement, motivation, and feedback.

3. Pros & Cons Pros Cons Measurement of management style and performance
Does not take different work environments into consideration.
Measurement flaw when self ranking
Pro: This Measurement can help a manager identify changes that need to be made to improve their leadership/management skills. Company cultures will be healthier when its managers are trying to improve their management skills.
Cons:
Doesn’t take into consideration other environments. Here it is suggested that Team Management is the BEST form of management. Not every situation calls for the same type of management traits.
Flaw in self ranking – When doing self evaluation, 80% of individuals find that they are 9-9 or Team Managers.