User:Jrboss09/sandbox

Morgan's Contribution: This article overall needs more sources and the entire article could honestly be rewritten. In addition, any information from the first source will have to be replaced because it cites our professor which would be biased to keep. Unless we ask her and she says it can stay. I feel that all of the areas equally need work done and I think this will be a good article to fix because there is so much information to clarify and be cleaned up.

Jimmy's Contribution: I will provide examples of Likert's management styles at work in the world. I will also use information from Likert's personal work and history to better explain the development of these systems.

Claire's Contribution: For my contribution, I would like to add real-world examples to offer a better understanding. Also, I would like to brush up some word-choices.

James's Contribution: The article is definitely going to need some major reconstruction based on what exists currently. In order to make it better, our team should place a major focus on bringing in new sources in order to make the article more relevant. Especially in the "Management Systems" tab, more links and citations should be added in order to increase the credibility of the article. Also after a quick read, I think our team will have plenty of opportunities to fix simple grammar mistakes and contribute better sentence structure throughout this article.

@Jrboss09: just confirming this is the sandbox that likert's management systems will be usingJButlerModaff (talk) 22:39, 16 October 2017 (UTC)

Claire's articles: These sources have mentioned Likert's Management Styles, however some may not incorporate particular information we are interested in adding to our article.

Salagean, H. C. (2014). Implementation of quality management- the importance of leader styles. Managerial Challenges of the Contemporary Society, 7 (1), 166. https://libweb.uwlax.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,uid&db=bth&AN=100422593&site=ehost-live&scope=site

Omidvari, M., Azimi, P., Hosseini, S. S. (2013). Investigation of the effect of leadership styles on the amount of staffs job satisfaction. Advances in Environmental Biology, 7(9), 2385-2390. http://www.aensiweb.com/old/aeb/2013/2385-2390.pdf

Mousavi, S. H., & Meshkini, A. (2011). The relationship between coaches`leadership styles with the athletes` sex and age. International Journal of Academic Research in Business and Social Sciences, 1(3). 337-341. http://www.hrmars.com/admin/pics/392.pdf

Abbott, J. B. (2000). An investigation of relationships between job characteristics, satisfaction, and team commitment as influenced by organization-based self-esteem within a team based environment. file:///C:/Users/Claire/Downloads/CST350%20possible%20source%20Wiki.pdf

Here's a link to a journal article I found in the library. I think it would be a great fit for our article, but we would have to get a physical copy in order to use it.

Likert, R. (1979). From Production- and Employee- Centeredness to Systems 1-4. Journal Of Management, 5(2), 147-156.

https://libweb.uwlax.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,uid&db=bth&AN=7194801&site=ehost-live&scope=site

USE THIS ONE: http://www.jstor.org/stable/pdf/154889.pdf

COPIED AND PASTED ENTIRE ARTICLE

ARTICLE EDITING OF LIKERT'S MANAGEMENT SYSTEMS BEGINS HERE

Likert’s management systems are management styles developed by Rensis Likert in the 1960s. He outlined four 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. The management systems established by Likert include "Exploitative Authoritative (System I), Benevolent Authoritative (System II), Consultative (System III), and Participative (System IV)."

Exploitative authoritative (I)

Summary

In the exploitative authoritative system, leaders have a low concern for people and use methods such as threats and other fear-based methods to get their workers to conform. As a result of these methods, employees immediately have excellent performance upon entering the organization. Often times negative feelings are to follow once they settle in. Communication is entirely downwards and psychological concerns of people are ignored. Lateral interaction or teamwork between subordinates lacks in this system based on managerial interactions. Employees are expected to exceed their specified work hours creating negative work environments in organizations. Upper management forces a large work load on employees, however wages, monetary benefits and work satisfaction do not accompany the work. Workers are often found highly demotivated due to exploitation by management. Management does not trust employees, therefore they are not part of decision making processes.

Examples

Managers that adopt an exploitative authoritative style are closely related to dictators. In a historical context, Joseph Stalin is representative of this style. Stalin made decisions without consulting public opinion and would often kill and threaten others if they did not agree with his policies.

As for in an organization, an example of this style would be when a boss threatens a subordinate that they will be fired or demoted, if they fail to meet production expectations.

Benevolent authoritative (II)

Summary

The benevolent authoritative system uses less control over employees than the exploitative authoritative system, however, this system motivates employees through potential punishment and rewards. Lower-level employees are more involved in the decision making processes, but are still limited by upper management. Employees in this system are involved in policy-making and group problem solving. Major policy decisions are left to those at the top, who have awareness of the problems that occur at both upper and lower levels throughout the organization. This results in mostly downward communication from supervisors to employees. Little upward communication occurs, causing subordinates to be somewhat suspicious of communication coming from the top. The upper management tends to control the way employees can communicate to others and how they make decisions. This contrast in feelings toward responsibility can result in conflict, which can create negative attitudes within the organization. Subordinates in this system can become hostile towards each other because of the competition that is created between them. Satisfaction among workers is low to moderately-low and productivity is measured at fair to good.

Examples

Managers that concur with a benevolent authoritative style are related to leaders of a cult. For example, Charles Manson (the cult leader of the Manson Family) would initiate and carry out each decision for the Manson Family, as well as assure that each of his members would replicate his actions and instructions.

Within the ideals of the benevolent authoritative system, the boss is able to foster an environment where the subordinates remain loyal to management. As a result, subordinates rarely communicate with their boss, although able.

Consultative system (III)

Summary

The consultative system is very closely related to the human-relations theory. Subordinates gain motivation through rewards, occasional punishments, and little involvement in making decisions and setting goals. When compared to the first two systems, employees have more freedom to communicate and make company decisions. Lower-level employees 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. Managers 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. This promotes a more positive effect on employee relationships and allows for more cooperation. As a result, upper-level managers make company decisions with consideration for input from subordinates. Lower-level employees are seen as consultants to previous decisions and are more willing to accept change because of their involvement in major decisions. Satisfaction in this system improves from benevolent authoritative as does productivity.

Examples

Managers that assume a consultative style are similar to and often adopt parental roles. The television comedy, Two and a Half Men, possesses the character Alan Harper, who generally listens to his son's opinions and wishes and allows deliberation to take place in regular conversation. However, Harper will offer his desired opinions and make the final decision.

An example of the consultative system in an organization is when a boss claims that there is an open-door policy. However, the boss fails to generally consider the opinions and ideas of the subordinates when brought forward.

Participative system (IV)

Summary

The participative system promotes genuine participation in decision-making and goal setting in order to promote a workplace where all members equally share information. Likert argues that the participative system is the most effective form of management within the systems. This system also coincides with human-resources theory based on the level of lateral interaction between employees and managers. Managers recognize problems that occur when there is little cohesiveness between members of an organization. Free-flowing lateral communication and the use of creativity and skills allows workers to become more involved within the organization. Organizational goals are accepted universally in this system because all individuals are actively involved in their creation. All employees have a high level of responsibility and accountability for these goals. Managers motivate employees through a system that produces monetary awards, participation in goal setting, and trust from management. Management also encourages employees to get involved outside of their occupational role and create relationships with employees of all levels in the organization. Commonly managers are more open minded and creative in comparison to systems I-III. The participative system creates identification with the organization, satisfaction, and higher production among employees when compared to the previous four systems.

Examples

Managers that adopt a participative style display unification within their group. For example, in the movie Willy Wonka and the Chocolate Factory, Willy Wonka employs Oompa Loompas. Wonka has rescued and created a safe space for the Oompa Loompas, as well as allowing them to work their own schedules and roam the factory. Wonka and the Oopma Loompas are equally involved in creating their goal and are both rewarded by the outcomes.

An example of the participative system in an organization is when a company would hold true to their open-door policy and accept the ideas and decisions of the subordinates. One way a boss conveys this, is by pitching subordinates ideas in a company meeting.