LIKERT Rensis

RENSIS LIKERT
Prepared by: REMELIE R. ROBLES
Dr. Rensis Likert
Before
After
Rensis Likert
(5 August 19033 September 1981)
was an American educator and organizational psychologist best known for his research on management styles. developed his eponymous Likert Scale and the linking pin model. was a founder of the University of Michigans Institute for Social Research and was the director from its inception in 1946 until 1970
Rensis Likert
During his tenure, Rensis Likert devoted particular attention to research on organizations. During the 1960s and 1970s, his books on management theory were extremely popular in Japan and their impact can be seen across modern Japanese organizations.
Rensis Likert
He did research on major corporations around the world, and his studies have accurately predicted the subsequent performance of the corporations. After training to be an engineer, Likert was working as an intern with Union Pacific Railroad where his father was an engineer during the watershed 1922 strike.
The lack of communication between the two parties made a profound impression on him and caused him to study organizations and their behavior for the rest of his life. In 1932, Likert received the Ph.D. in psychology from Columbia University. In his thesis, he devised a survey scale (Likert Scales) for measuring attitudes and showed that it captured more information than competing methods. The 1-5 Likert Scales would eventually become Likert's best-known work.
Central Aspects of LIKERT Theories

Employee centered supervision is more productive than job-centered supervision (the more job is supervised, the less productive the people) asserts that to achieve maximum probability , good labor relations and high productivity, every organization must make optimum use of their human assets
Likert contends that the form of organization which will make greatest use of the human capacity is highly effective work groups linked together in an overlapping pattern by other similarly effective groups In the 1960s, Likert outlined 4 systems of management to describe the relationship, involvement, and roles of managers and subordinates in industrial settings.
He based the systems on studies of highly productive supervisors and their team members of an American Insurance Company. Later, he and Jane G. Likert revised the systems to apply to educational settings. They initially intended to spell out the roles of principals, students, and teachers; eventually others such as superintendents, administrators, and parents were included.
Management Styles 1. ExploitiveAuthoritative
where decisions are imposed on subordinates, where motivation are characterized by threats where high levels of management have great responsibilities but lower levels have virtually none where there is little communication and no joint
Management Styles 2. BenevolentAuthoritative
where leadership is by a condescending form of master servant trust where motivation is mainly by rewards where managerial personnel feel responsibility but lower levels do not where there is little communication
Management Styles 3. Consultative
where leadership is by superiors who have substantial but not complete trust in their subordinates where motivation is by rewards and some involvement where a high proportion of personnel, especially those at the higher levels feel responsibility for achieving organization goals where there is communication (both vertical and horizontal) and a moderate
Management Styles 4. Participative

where leadership is by superiors who have complete confidence with their subordinates where motivation is by economic rewards based on goals which has been set in participation where personnel at all levels feel real responsibility for achieving organization goals where there is much communication
Features of Effective Management
The motivation to work must be fostered by modern principles and techniques, and not by the old system of rewards and threats. Employees must be seen as people who have their own needs, desires and 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
The work groups of the participative group system is characterized by group dynamics:
Members are skilled in leadership and membership roles for easy interaction. The group has existed long enough to have developed a long established relaxed working relationship The members of the group are loyal to it and to each other since they have a high degree of mutual trust
The norms, values, and goals of the group are an expression of the values and needs of its members The members perform a linking- pin function and try to keep the goals of the different groups to which they belong in harmony with each other
Linking Pins
Advantages
With the help of the profile developed by Likert, it became possible to quantify the results of the work done in the field of group dynamics. Likert theory also facilitated the measurement of the soft areas of management, such as trust and communication.
CONCLUSION
the nearer the behavioral characteristics of an organization approach System 4 (Participative), the more likely this will lead to long-term improvement in staff turnover and high productivity, low scrap, low costs, and high earnings. if an organization wants to achieve optimum effectiveness, then the ideal system is Participative.
Thank you for listening!

LIKERT Rensis

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

LIKERT Rensis

Uploaded by

Copyright:

Available Formats

RENSIS LIKERT

Prepared by: REMELIE R. ROBLES

Dr. Rensis Likert

Central Aspects of LIKERT Theories

Management Styles 1. ExploitiveAuthoritative

Management Styles 2. BenevolentAuthoritative

Management Styles 3. Consultative

Management Styles 4. Participative

Features of Effective Management

Thank you for listening!

You might also like