Session 10: Org Change

Title Your name Subject and section Professor’s name Date Management Typology 1 Identify and describe the four types of Likert's participative management program typology. According to Cummings & Worley (2009), Likert’s participative management program typology outlines four distinct management styles based on employee involvement and decision-making structures: 1 Exploitative-Authoritative: Even this working style is highly autocratic, with all decision-making powers resting exclusively on the managerial personnel. The level of trust in the employees could be higher, their participation could be improved, and there is mostly only a downward information flow (Cummings & Worley, 2009). 2 Benevolent-Authoritative: Managers continue to dominate working relations but pay modest regard to their subordinates' well-being their subordinates' well-being. Therefore, even though the employees may be given a certain degree of opportunity to contribute, the decisions are still made at the managerial level. Trust in this process is low, and the activity is a 'transmission and reception' model where occasional responses are provided (Cummings & Worley, 2009). 3 Consultative: Management seeks employees' input and gives them essential roles in the company. At the same time, as leaders decide for their teams, there is a moderate level of trust. However, top and bottom communicative exchange adds to the integration aspect (Cummings & Worley, 2009). 4 Participative: This style is characterized by the decentralization of decision-making, substantial delegation of authority, and much reliance on employees. Management exercises part control, motivating full participation and two-way communication networks (Cummings & Worley, 2009). 2 Using Likert's typology, what management typology does your organization reflect? My organization corresponds to the Consultative management system (System 3) by Likert's typology. On this account, the management embraces the engagement of employees and their input, particularly in matters relating to change and operation. People in an organization are encouraged to state their ideas and contribute meanings, and the participation is relatively symbiotic. However, while employees can speak and make recommendations, the final decision is often made at the top managerial level since the decision should reflect the organization's strategic plan. Thus, the consulting approach addresses the problem of excessive control by the company's management to maximize efficiency and morale (Cummings & Worley, 2009). The leadership of my organization holds this belief as it optimizes communication between the management and employees and leads to greater trust between the two while at the same time maintaining strategic decision-making and goal orientation. Thus, the consultative system best fits the existing typology as it incorporates formal authority and actual employee participation in organizational processes and change. 3 What leads you to this conclusion? This is because, from my analysis of how management communicates with the employees, the organization fits nicely into the consultative typology, according to Nestlé. (2023), leadership always fosters a consultative approach in processing information by circling survey forms, feedback sessions, and meetings. However, the implementation decisions are in the hands of senior management, which shows a clear hierarchy of the decision-making process. The flow also allows for anonymous contributions but remains centralized for the organization to ensure it maintains the acting strategic direction. This setup made me conclude that the consultative typology is the most accurate. 4 Would your opinion be similar to that of other colleagues? Other players in similar functional positions probably have such feelings since they are more involved and in touch with the management. We can contribute and give input, especially regarding our teams, but stay within the mandated decision-making process. This social interaction of colleagues is based on the organization's perception, where management engages employees under a consultancy arrangement. 5 What about individuals who work higher up in the organization? Management typology is more participative by those employed at the upper organizational level. As mentioned, upper management might experience a more collaborative system, indicative of Likert's participative system (System 4), where subordinates are involved in strategic planning and decision-making processes to a greater extent. They are likely decision-makers and/or participate more often in task-oriented communications that direct the organization's operation. From this perspective, communication, trust, and involvement may improve as they work directly with other chiefs and directors (Cummings & Worley, 2009). The ideas and suggestions above make a senior leader perceive that the organization has higher levels of participation and communication horizontally and vertically and that the decision-making responsibilities are decentralized. Consequently, what they experience and encounter at the superior levels may give them a different perspective on the organizational typology than the subordinates. 6 Would they have the same perception, or does perception differ based on your level in the hierarchy? Perceptions of...