Biography Likert

In system 1, all organizational decisions are made by management. The-authority does not trust subordinates, rarely connects them to decision making, and the tasks as well as ways of their solutions “lowering” already ready. In an organization oriented towards this system, the rules for the implementation of specific works are strictly set. As factors that encourage people to work, pressure, coercion, fear and threat of punishment are used.

The rewards here are accidental, as, indeed, the interaction of the leader with subordinates, which is built on mutual distrust. Formal and informal organizations are in a state of confrontation. System 2 assumes that the leadership awards subordinates of a certain trust: part of the decisions is delegated down, but they are made in strictly prescribed framework. The reward here is valid, and the punishment is potential, and both are used to motivate employees.

Interaction is carried out in terms of condescension from the leader and caution - from the subordinate. An informal organization exists, but only partially opposes formal. In System 3, the leadership manifests a significant, but not complete trust in its subordinates. General issues are resolved at the top, private delegates down. In addition to systematic remuneration and random punishment for the motivation of workers, the possibility of some participation in the decision -making process is used.

The flows of communication in the organization are directed both up and down, but the content of the information transmitted is limited to the one that the leadership wants to hear. The moderate interaction of management and ordinary employees is characterized as trusting and frank, but with an admixture of elements of fear. An informal organization may not arise, but if it exists, then there is a partial mismatch with the organization of formal.

System 4 is built on complete trust. According to Likert, it is she who is the most effective of all the systems he examined. The decision -making process is group nature here: it is dispersed by all levels, although integrated. The flow of communications is not only from top to bottom, but also horizontally. Workers are motivated by participating in the decision -making process regarding the determination of the goals of the organization, forms of stimulation and methods of labor organization.

There is friendly interaction, characterized by a high level of mutual trust. Formal and informal organizations, as a rule, coincide. System 4 leaders correspond to managers encouraging employees in management. In addition, in contrast to the leaders of the system 1, focused on work, they are focused on a person. According to Likert, in order to develop the organization in the direction of the fourth model of management, it is necessary to: 1 observe the principle of “maintenance” relations; 2 adhere to collective decision -making methods; 3 set high production goals.

This means, among other things, that the interaction between employees of the organization should be in group, and not just a linear, hierarchical character, according to the type “leader - subordinate”. Likert studies have shown that the most effective leaders pay attention, first of all, to the human aspects of the problems facing their subordinates, and build relationships based on mutual assistance.

And although it was later found that Likert’s conclusions are not applicable to all situations, for example, due to the nature of the situation, the style concentrated on a person does not always contribute to increasing labor productivity, the merit of this researcher in that he deepened the existing ideas about business relations between employees and showed how the principles of the theory of “Y” mentioned can be implemented in the structure of the organization.

The advantage of the Likert concept is that it can be easily used in a sociological study. To accelerate the analysis of the organization, the author developed 20 points of variables, such as, for example, “the level of trust in the relations of the head and subordinate”, “the nature of motivation”, “the nature of interaction”, etc. They can be built in the form of a scale and interviewed both leaders and subordinates.

For example, the “Trust level” variable includes a description of the following four points of the scale: “There is no trust in subordinates”, “Confaining trust, like the owner of the servant”, “significant, but not complete trust: the desire to maintain control in their hands” and “complete trust in all issues”. The points of the scale are a concretized version of the description of models 1, 2, 3 and 4.

Laikert established three types of variables that determine the long-term efficiency of the organization: causal, intermediate, resulting: he attributed to causal variables the intra-organizational factors under the control of the administration-the formal structure of the organization, the economic strategy and social policy, the professional-qualification composition of workers, etc.The intermediate variables indicate the human resources of the organization - attitude to work and skills of people, organizational climate, methods of decision -making, trust in leadership, loyalty, methods of stimulating and motivating activities, etc.

Cutting dependent variables express the final result of efforts - the growth or drop in labor and profit productivity, satisfaction with their products of consumers, etc. The relationship between these factors can be represented in as stimuli of causes that affect the body resources and create a certain result, output. Such a model explains why an attempt to directly affect intermediate variables, as a rule, does not lead to success.

It is more correct to influence them through a change in causal factors. In the same way, an attempt to improve the resulting indicators of the organization through the impact on intermediate variables, according to Likert, is less successful than a change in causal variables. As a matter of fact, the methodology of social planning in our country was built on the same principles - to influence, first of all, on working conditions in the team, and not directly on the needs, motivation and behavior of workers.

The negative consequences of violation of such principles in the production team are obvious. The leader seeks to increase productivity at any cost or fulfill the plan to result, exerting pressure on the behavior of employees intermediate factors, without taking care of the improvement of the organization and working conditions, solving the housing problem, and the selection of qualified personnel variables.

In the end, he will achieve temporary successes and even make a personal career, but the climate in the team will gradually deteriorate. Other indicators may also change: personnel fluidity, the number of accidents will increase, absence of absence at the workplace, the number of diseases due to illness will increase. Finally, the complaints of workers about working and life conditions will intensify.

Moreover, the latter will already reflect the deterioration of working conditions, they have not changed, but psychological discontent with them “blocking emotions”, irritability and frustration of workers. The restoration of impaired balance in the organization will require much greater effort and material costs than achieving short -term success. According to the study of R.

Likert, in small organizations to restore the socio-psychological climate, it takes from one to three years, in large ones to seven years, if the tactics of “squeezing sweat” lasts quite a long time, then the rehabilitation period of the organization increases. Sometimes it is necessary to update the entire composition of employees in a particular unit, who for years have accustomed to poor work, low quality of products, unjustified earnings.

Perestroika in such situations is very painful and often leads to acute labor conflicts at the enterprise. In addition, it will not immediately bear fruit, the team will work worse for some time than it can already in the new conditions. Neighboring files in folder 3.