Rensis likert System of Management
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Rensis Likert developed four systems of management styles in the 1960s based on levels of subordinate involvement and communication flow. The most exploitative style is the exploitative/authoritative system with top-down communication and no subordinate participation. The benevolent/authoritative system uses some rewards in addition to potential punishment. The consultative system involves subordinates in problem-solving and decision-making to a limited extent. Likert argued the most effective style is the participative system with full two-way communication, shared decision-making, and motivation of employees through monetary awards and participation.
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Rensis likerts management ppt
Rensis Likert developed four systems of management based on studies of managerial styles. The systems range from exploitive authoritative, where subordinates follow orders and fear is used to motivate, to participative group, where communication is open, subordinates are involved in decision making, and teamwork is emphasized. Likert concluded the closer an organization's management style is to the participative group system, the more likely they will have high productivity, low costs, and greater effectiveness long-term.
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Organizational behaviour
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Rensis likerts management ppt
Rensis Likert developed four systems of management based on studies of managerial styles. The systems range from exploitive authoritative, where subordinates follow orders and fear is used to motivate, to participative group, where communication is open, subordinates are involved in decision making, and teamwork is emphasized. Likert concluded the closer an organization's management style is to the participative group system, the more likely they will have high productivity, low costs, and greater effectiveness long-term.
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Rensis likert management _Leadership Theory
Rensis Likert developed four systems of management styles based on his research in the 1960s. The systems range from exploitative/authoritative, where leaders use fear-based methods and subordinates have no input, to participative, which Likert argued is most effective. In the participative system, there is free communication, employees participate in decision-making and goal setting, and managers motivate through rewards and confidence in subordinates. The four systems differ in the level of trust in subordinates and their involvement in decisions and communication patterns within the organization.
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Likert identified four models of management systems based on his research with managers over 30 years: exploitative authoritative, benevolent authoritative, consultative, and participative. The participative system promotes genuine participation in decision making and goal setting through open communication across all levels. Employees are highly motivated and involved in setting organizational goals, which improves productivity and satisfaction. Management has full confidence in employees and the system motivates through rewards and participation.
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Rensis Likert was an American psychologist who developed the Likert scale, a psychometric scale used in questionnaires. The Likert scale measures agreement with statements using options like "strongly disagree" to "strongly agree". Likert also proposed four systems of organizational management styles ranging from exploitative to participative based on factors like leadership, communication, and decision-making. Likert administered questionnaires to employees and found systems emphasizing participation and trust had higher productivity.
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The document discusses different approaches and aspects of management, including:
1) The behavioral approach to management developed by Elton Mayo emphasized that workers have both economic and social needs, and that increased job satisfaction can boost output.
2) Good leadership involves keeping an open mind, sharing credit, building a clear vision, leading by example, and delegating tasks to suitable employees.
3) Motivated employees perform better, and motivation can come from increased pay, better work conditions, recognition, self-worth, and positive reinforcement.
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- Theories discussed include Maslow's hierarchy of needs, findings from the Hawthorne studies that social factors impact productivity, McGregor's Theory X and Y about management assumptions of workers, and Herzberg's motivation-hygiene theory distinguishing job factors and environmental factors.
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Hawthorne experiments
The Hawthorne Experiments consisted of four parts conducted between 1924-1932 at Western Electric Works in the US. The first experiment varied lighting levels and found productivity increased regardless, showing factors beyond lighting impacted work. The second experiment gave workers flexibility and found productivity rose. Interviews in the third experiment revealed productivity increased when workers could freely discuss important issues. The fourth embedded observers and found workers set their own standards. The conclusions determined social and psychological factors beyond physical conditions most impact productivity.
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The document summarizes the Human Relation Theory developed by Elton Mayo based on findings from the Hawthorne Studies conducted between 1924-1933. The studies consisted of several experiments to understand how social and psychological factors in the workplace impact productivity. A key finding was that productivity increased when workers felt valued by managers and coworkers through social interaction and attention to their needs, not just physical working conditions or financial incentives. The theory emphasizes the importance of human relationships over workers being mere cogs in the production process.
Taylor’s scientific management
Fredric Winslow Taylor was an American mechanical engineer known as the father of scientific management. He worked to improve industrial efficiency by finding the "one best way" to do tasks through scientific investigation rather than relying on opinion or rule of thumb. The principles of scientific management include using science rather than intuition for managerial decision making, promoting harmony between management and workers through cooperation rather than individualism or conflict, and developing each person's maximum efficiency and prosperity through proper job placement, training, and selection of workers.
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2. Behavioral theories that attempt to isolate behaviors that differentiate effective vs ineffective leaders, including the Ohio State studies, Michigan studies, and Managerial Grid theory.
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Glossary of Terms Glossary of Terms Term Meaning a.docx
Glossary of Terms
Glossary of Terms
Term Meaning
action research model collecting information, feeding back information to the
client system, developing and implementing action
programs to improve system performance
agenda-setting interventions a type of process consultation intervention that sets aside
time when process issues will be specifically discussed
apart from content issues; agenda-setting interventions do
not include determining the task items to be discussed
analytical model analysis used for basis of change; it is useful in diagnosing
interdepartmental issues as this model examines
departmental structure, time orientation, members'
orientations to others, and members' orientations to goals
analyzer style consultant high on effectiveness, low on morale
apathetic mode follows established routine and avoids responsibility
autonomy one of the five core job dimensions in the job
characteristics model; the degree to which the job
provides independence to the individual in scheduling the
work and determining procedures
avoiding style a style of managing conflict that avoids conflict by
withdrawing
behavioral strategies places emphasis on the use of human resources
boundaryless a term that refers to reducing conflict between divisions
and departments
career life planning matching career and life goals
cause maps this model uses mathematical representations of perceived
causal relationships among variables; the results are
incorporated into a matrix of relationships
change leader a person responsible for change in an organization
changing the corporate culture difficult to do because the culture is based on past
successes; firms can decline, stagnate, or be destroyed if
culture cannot change; there are five reasons that justify
large-scale cultural changes: (1) values that do not fit the
changing environment; (2) competitive industry that
rapidly changes; (3) mediocre company; (4) firm joins
ranks or large companies; and (5) small firm that is
growing rapidly
charismatic mode relies on leaders to determine if change is desirable
cheerleader style consultant high on morale, low on effectiveness
client sponsor person or group within the organization that has requested
the consultant's help and who interfaces with the
consultant
client systems an organization employing a consultant to assist them in
planning change
clique when three or more persons within a larger group select
one another as a subgroup
closed questions specific questions that can normally be answered either
yes or no
closed systems exists only in theory; is self-contained and isolated from
its environment
closure tendency to fill in missing information to complete a
perception
complementary transaction occurs when a message sent from one ego state receives
an expected response from the other person's appropriate
ego state
compromising style a style of managing co.
Directing & controling
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Rensis likert System of Management
- 1. Credits : ayesha naz Presentation Theory: Rensis likert System of Management
- 2. Likert’s management systems are management styles developed by Rensis Likert in the 1960s. He was an American educator and organizational psychologist best known for his research on management styles. He is also famous for developing the likert scale, a psychometric scale commonly involved in research using
- 3. Likert system of management
- 4. Exploitative / Authoritative 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.
- 5. 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
- 6. People supposed to work more than specified work hours. The top management forced to carryout extra work load, but the wages, monetary benefits and work satisfaction would be lost. People found highly demotivated due to exploited 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
- 9. 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” This Likert system is based on a master- servant relationship between management and employees, where rewards are the sole motivators and both teamwork and communication are minimal
- 10. Consultative system This theory is very closely related to the human- relations 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.
- 11. 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.
- 12. 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 their subordinates ideas and opinions.
- 13. In this style, managers partly trust subordinates foster a higher level of responsibility for meeting goals, and inspire a moderate amount of teamwork and some communication.
- 14. Participative system 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.
- 15. 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.
- 16. Management has 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. Teams are linked together by people, who are members of more than one team.
- 18. thanks