likerts scale theory

1. LIKERT'S SCALE
THEORY
BY: ANKIT BANSAL

2. Rensis likert, along with his colleagues has worked
at the michigan university, the U.S.A. on the subject
of style and patterns of management for almost
thirty years. During his research likert had contacts
with many managers of various institutions. In
conclusion, likert has presented four models of
management. They are known as management
system of likert.

3. VARIABLES CONNECTED WITH
MANAGEMENT
1. Leadership
2. Motivation
3. Communication
4. Interactive influence
5. Decision making process
6. Goal setting
7. Control process

4. System of
management
Exploitative
authoritative
Benevolent
authoritative
consultative
participative

5. In this style, the leader has no concern for
people and uses such methods as threats and
other fear-based methods to achieve target.
In this type of management the job of
employees/subordinates is to abide by the
decisions made by the manager and those with
a higher status than them in the organization
Exploitative / Authoritative

6. Communication is almost entirely downwards and
the psychologically distant concerns of people are
ignored.
The subordinates do not participate in the
decision making. There is no team work involved
People found highly demotivated due toexploited
by owner/ management.
The organization is concerned simply about
completing the work.

7. BENEVOLENT AUTHORITATIVE
Less controlling than the exploitative authoritative
system, under this system motivation is based on
the potential for punishment and partially on
rewards.
The decision making area is expanded by
allowing lower-level employees to be involved in
policy-making but is limited by the framework
given to them from upper-level management.

8. Major policy decisions are still left to those at
the top, who have some awareness of the
problems that occur at lower levels.
This creates mainly downward communication
from supervisors to employees with little upward
communication, causing subordinates to be
somewhat suspicious of communication coming
from the top
however employees are motivated through
rewards (for their contribution) rather than fear
and threats. Information may flow from
subordinates to mangers but it is restricted to
“what management want to hear”

9. CONSULTATIVE
This theory is very closely related to the human relation theory.
Motivation of workers is gained through rewards, occasional
punishments, and very little involvement in making decisions and
goals.
Managers will talk to their subordinates about problems and
action plans before they set organizational goals.
Communication in this system flows both downward and upward,
though upward is more limited.

10. Lower-level employees, in this system, have the freedom to make
specific decisions that will affect their work.
Upper-management still has control over policies and general
decisions that affect an organization.
This promotes a more positive effect on employee relationships and
allows them to be more cooperative.
Satisfaction in this system improves from benevolent authoritative
as does productivity.
Management will constructively use theirsubordinates ideas and
opinions.

11. PARTICIPATIVE
Likert argued that the participative system was the most effective form of
management. This system coincides with human resources theory.
This system promotes genuine participation in making decisions and setting
goals through free- flowing horizontal communication and tapping into the
creativity and skills of workers.
Managers are fully aware of the problems that go on in the lower-levels of the
organization.

12. All organizational goals are accepted by everyone because they were set
through group participation.
There is a high level of responsibility and accountability of the
organizational goals in all of the employees.
Managers motivate employees through a system that produces monetary
awards and participation in goal setting.
Management has complete confidence in their subordinates/employees.
There is lots of communication and subordinates are fully involved in the
decision making process.