System 1-4T alternatively known as likert system
analysis. The organizational dimensions Likert addresses in his framework
include: motivation, communication, interaction, decision making, goal setting,
control, and performance
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1. Exploitative - authoritative where power and direction come from
the top downwards', where threats and punishment are employed, where
communication is poor and teamwork non-existent. Productivity is typically
mediocre
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'Rational economic man'
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2. Benevolent - authoritative is similar to the above but allows
some upward opportunities for consultation and some delegation. Rewards may
be available as well as threats. Productivity is typically fair to good but
at cost of considerable absenteeism and turnover
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Weaker version of 'rational - economic man'
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3. Consultative - where goals are set or orders issued after
discussion with subordinates, where communication is upwards and downwards
and where teamwork is encouraged, at least partially. Some involvement of
employees as a motivator
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'social man'
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4. Participative - group is reckoned by many to be the ideal system.
Under this system, the keynote is participation, leading to commitment to the
organization’s goals in a fully co-operative way. Communication is both upwards,
downwards and lateral. Motivation is obtained by a variety of means.
Productivity is excellent and absenteeism and turnover are low
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Self - actualising man
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Another useful way of looking
at this is that (1) is a highly task-orientated management style, whereas (4)
is a highly people-orientated management style.
Advantages
Essentially Likert's
work gives more alternatives in the spectrum between Theory X and Theory Y of
McGregor
Disadvantage
- criticized for being based more on theory than empirical practice. Therefore not widely accepted by practicing managers.
