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    Dr Rensis Likert – Management  System Theory
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Dr Rensis Likert – Management System Theory

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Management system theory, Exploitive authoritative system ,Benevolent authoritative system, Consultative system,Participative (group) system

Management system theory, Exploitive authoritative system ,Benevolent authoritative system, Consultative system,Participative (group) system

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    Dr Rensis Likert – Management  System Theory Dr Rensis Likert – Management System Theory Presentation Transcript

  • Dr Rensis Likert – Management System Theory
  •  He was an American educator and organizational psychologist best known for his research on management styles.  Likert's Management Systems are management styles developed by Rensis Likert in the 1960s  He is also famous for developing the Likert Scale, a psychometric scale commonly involved in research using questionnaires and the linking pin model.
  •  According to Likert, the efficiency of an organisation or its departments is influenced by their system of management. Likert categorised his four management systems as follows; 1) Exploitative Authoritative 2) Benevolent Authoritative 3) Consultative System 4) Participative System
  •  In this type of management system the job of employees/subordinates is to abide by the decisions made by managers and those with a higher status than them in the organisation  The subordinates do not participate in the decision making. The organisation is concerned simply about completing the work. The organisation will use fear and threats to make sure employees complete the work set. There is no teamwork involved
  •  Just as in an exploitive authoritative system, decisions are made by those at the top of the organisation and management.  However employees are motivated through rewards (for their contribution) rather than fear and threats. Information may flow from subordinates to managers but it is restricted to “what management want to hear”.
  •  Subordinates are motivated by rewards and a degree of involvement in the decision making process. Management will constructively use their subordinates ideas and opinions.  However involvement is incomplete and major decisions are still made by senior management. There is a greater flow of information (than in a benevolent authoritative system) from subordinates to management. Although the information from subordinate to manager is incomplete and euphemistic
  •  Management have complete confidence in their subordinates/employees. There is lots of communication and subordinates are fully involved in the decision making process. Subordinates comfortably express opinions and there is lots of teamwork.”.  Employees throughout the organisation feel responsible for achieving the organisation’s objectives. This responsibility is motivational especially as subordinates are offered economic rewards for achieving organisational goals which they have participated in setting.
  •  The motivation to work must be fostered by modern principles and techniques.  Employees must be seen as people who have their own needs, desires, values and their self-worth must be maintained or enhanced  An organization of tightly knit and highly effective work groups must be built up which are committed to achieving the objectives of the organization  Supportive relationships must exist within each work group. These are characterized not by actual support, but by mutual respect.
  •  Likert believes that if an organisation is to achieve optimum effectiveness then the “ideal” system to adopt is Participative (system 4)