RENSIS RENSIS LIKERTLIKERT

Prepared by:

REMELIE R. ROBLES

Dr. Rensis Likert

Before After

Rensis Likert (5 August 1903–3 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 Michigan’s Institute for Social Research and was the director from its inception in 1946 until 1970

Rensis Likert (5 August 1903–3 September 1981)

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 (5 August 1903–3 September 1981)

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 groupsIn 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 StylesManagement Styles1. 1. Exploitive-Authoritative

where decisions are imposed on subordinates, where motivation are characterized by threatswhere high levels of management have great responsibilities but lower levels have virtually nonewhere there is little communication and no joint teamwork.

Management StylesManagement Styles2. Benevolent-2. Benevolent-Authoritative Authoritative

where leadership is by a condescending form of master – servant trustwhere motivation is mainly by rewardswhere managerial personnel feel responsibility but lower levels do notwhere there is little communication and relatively little teamwork

Management StylesManagement Styles3. Consultative 3. Consultative

where leadership is by superiors who have substantial but not complete trust in their subordinateswhere motivation is by rewards and some involvementwhere a high proportion of personnel, especially those at the higher levels feel responsibility for achieving organization goalswhere there is communication (both vertical and horizontal) and a moderate amount of teamwork

Management StylesManagement Styles4. 4. Participative Participative

where leadership is by superiors who have complete confidence with their subordinateswhere motivation is by economic rewards based on goals which has been set in participationwhere personnel at all levels feel real responsibility for achieving organization goalswhere there is much communication and a substantial amount of cooperative teamwork

Features of Effective ManagementThe 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 each work group. These are characterized not by actual support but mutual respect

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 relationshipThe 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 membersThe 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

AdvantagesWith 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.

CONCLUSIONthe 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.

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