diate patterns." This reading went into depth about what types of people work in an authoritarian organization and a participative organization. (Likert-1961)
Likert wrote another book in 1967, titled, "The human organization. In this book Likert changed the names of the four styles, --Exploitive authoritative, Benevolent authoritative, Consultative, and Participative group - to System 1, System 2, System 3, and System 4; he included the same ten page chart as he did in his earlier book.
System 4 is the ideal management style, in which Likert wrote a substantial amount to back this up. He believes that the superior/subordinate relationship is extremely crucial. In proving his ideal management style as System 4, he touched upon some of the following topics:
(1) The use by the manager of the principle of supportive relationships.
(2) His use of group decision-making and group methods of supervision.
(3) His high performance goals for the organization.
Likert wrote System 1, System 2, and System 3, the other Management styles - in the form of disadvantages.
Some managers in Likert's research felt that a manager should move toward System 4 after he has achieved high levels of productivity. "They feel that the way to move from low to high productivity is to use a management system well toward the left (e.g., System 1 or 2) and move toward System 4 only after high productivity is achieved..." Research results show that managers who do hold this view are not likely to achieve high productivity in their results. Other field experiences have demonstrated - "...how difficult it is to effect substantial changes in the management system of a particular plant, department, or company and how long a period of time is required."
System 1 is moved towards when top management is trying to cut costs, increase productivity and improve productivity, even though Likert has proven in his book that management should move toward System 4.
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