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... em 4 in three years. After the change in Management style, a few things happened to them: v Direct and indirect labor efficiency improved. Major strength is the emphasis on behavioral process in the organization of the organizations design; the behavioral model recognizes the individual values of an organization's employees.
Griffin also elaborates the eight characteristics of Likert's management styles. (Griffin - 1990) Organizational communication had three quizzes on different types of management, so that readers could discover what class a manager they might be. I discovered under each of the following that: (1) Most employees work best under loose (as opposed to close) control. (2) The primary function of communication is to give orders and monitor results. (3) The most important communication channel is downward from superior to subordinate. (4) If given the opportunity, most workers would goof off. (5) Most workers are willing to assume responsibility for they " re won work. (1) People want to belong and to be recognized as individuals more than they want to earn money. (2) Open-door policies seldom make much sense. (3) People want to feel they are useful, important members of a team. (4) The informal organization should be eliminated. (5) Suggestion boxes are a waste of time and should be done away with. (6) Most workers simply want to be treated well. (1) Most workers find work to be inherently distasteful. (2) If people have say in setting job-related goals, they are often motivated to do a better job. (3) Money is the prime motivator for most workers. (4) The average worker likes to be (directed). (5) Properly motivated people exercise self-direction and self-control. (6) Most workers need to be managed through the use of close control. Through these quizzes the following conclusions can also be made; A subordinate will definitely tell his boss what he thinks the boss wants to hear and the way his boss wants to hear it, grapevine communication is used a lot in organizations, and the accuracy of communication depends on how a supervisor asks a question to a subordinate. Likert's research that I have presented results in that System 4 is the best approach, which offers the best results: v Long-range improvement in productivity The superior / subordinate relationship is crucial, when the management style leans more towards System 4 and management's trust and confidence in the employee's increases. One concept System 4 uses is the principle of supportive relationships: The leadership and other processes of the organization must be such as to ensure a maximum probability that in all interactions and in all relationships within the organization, each member, in the light of his background, values, desires, and expectation, will view the experience as supportive and one which builds and maintains his sense of personal worth and importance. (Likert - 1967) This principle requires that the needs and desires of employees - stable employment, job security, opportunity for promotion, and satisfactory compensation - are met; the other systems do not completely cover the requirements of this principle.
System 4 has another fundamental concept, which is used by the superior in-group decision-making and supervision in the management of his work group. Performance goals are the third concept. The employees desires can only be met when the organization its departments, and its member have high performance goals. (Likert - 1967) In order to achieve a satisfactory solution in an organization, there are four conditions that need to be met. They can have extensive functional ization, resolve differences, and achieve efficient coordination on a product or geographical basis: (1) It must provide high levels of cooperative behavior between superiors and subordinates and especially among peers. Favorable attitudes and confidence and trust are needed among its members. (2) It must have the organizational structure and the interaction skills required to solve differences and conflicts and to attain creative solutions. (3) It must possess the capacity to exert influence and to create motivation and coordination without traditional forms of line authority. (4) Its decision-making processes and superior-subordinates relationships must be such as to enable a person to perform his hob well and without hazard when he has two or more superiors. "The formal organization theory underlying System 1 through 3 fails to meet these Four conditions. " System 1 and System 3 have certain guidelines that exist, they are as follows: (1) The theory specifies that a person can have only one boss. (2) It calls for managerial procedures and behaviors which, on the average, tend to produce competition and conflict between peers and apathy or resentment among subordinates. (3) It fails to make full use of those motivational forces, which must be employed if cooperative attitudes and effective coordination are to be achieved. Union-management relationships that shifted from System 2 to System 4; is also listed by Likert with a few changes that have occurred: v Great increase in the capacity to attain acceptance solutions to difficult problems.
v Effective problem solving replaced irreconcilable conflict. v Differences did not become formal grievances because they were solved at the point of disagreement. v New contracts were negotiated without strikes and without work stoppage. v Both companies and union member have derived substantial financial benefits from the improved relationships. (Likert - 1967) Organization theory, was the only book that made a negative point about Likert's System 4 management style: "Likert emphasizes on processes rather than structural measurements. " (Jackson, Morgan - 1978) To me, this really isn't it negative.
The way that Likert writes and phrases his words, he is a firm believer in System 4 as the ideal management style for any organization, is to me the best way; Fortunate for me, I agree with Likert as far as to say that System 4 is the ideal model, but I do not believe that it is suitable for all organizations, departments, managers, or individuals. It depends greatly on the individuals in the organization and the nature of the situation. I, myself am a "people person, " and always will be. I hope that when I get into the work force, the management style leans towards System 4, and I want to be equally important to my organization. 1. Gibson, Jane Whitney; Hidgetts, Richard M. , Organizational communication: A managerial perspective, second edition, Harper Collins Publishers, New York, 1991, p. 31, 36 - 37, 41 - 45. 2. Griffin, Ricky W. , Management, third edition, Houghton Griffin Company, Boston, 1990, p. 311 - 313. 3.
Jackson, John H. ; Morgan Cyril P. , Organization theory: A macro perspective for management, Prentice-Hall, Inc. , New Jersey, 1978, p. 1978, p. 80 - 81. 4. Likert, Rensis, New patterns of management, McGraw-Hill Book Company. Inc. , new York, 1961, p. 222 - 223, 234, 235 - 236. 5. Likert, Rensis, The human organization, McGraw-Hill Book Company, Inc. , New York, 1967, p. 11 - 12, 14 - 24, 26, 38, 44, 46 - 47, 49 - 50, 88 - 89, 158 - 159, 186 - 187. Bibliography:
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