The paper "The System 4 Management Approach" is an engrossing example of coursework on management. It is indeed recognizable that business organizations develop through a long channel of steps in order to become self-sufficient and stable in undertaking daily practices. Organizational development composes of a wide range of interventions with changes necessary in moving the organization from one level to the next (Langley 2013, p. 7). Organizations like emirates airlines require growing consistently until they reach a level where the participative approach is utilized and each employee plays a significant role in decision making processes and general supervision.
The analysis in this paper takes interest in determining and analyzing the ideal steps that shall make an organization propel itself to such a participative level. In undertaking the analysis, the System 4 Management approach shall be used. The analysis in the paper thereafter takes intent analysis on the characteristics of the system 4 management style. Finally, the paper scrutinizes the impacts of the current management style on organizational efficiency and efficacy. It is undeniably certain that system 4 level of organizational development is of great necessity in ensuring outstanding organizational performance and efficiency. 2.0.
The System 4 Management Concept The theory behind the system 4 management approach was first devised by Rensis Likert (Modaff, Butler and DeWine, 2016, n. d). Likert and his partners concentrated on the patterns and styles of management for thirty years at the University of Michigan, USA, and recognized a four-overlap model of administration frameworks (Higashinaka et al 2016, pg17). The model was produced on the premise of a survey directed to directors in more than 200 associations and research into the execution qualities of various sorts of associations.
The four frameworks of administration framework or the four initiative styles distinguished by Likert are: Framework 1 - Exploitative Authoritative In the first system to management, Likert and his associates argued that organizational management and leadership processes are left to the top-notch of the organization who have the power to make decisions and role-down decisions made to junior managers and employees (Shin and Jung, 2014, p. 610). In this system, organizational hierarchy is ideal and employees are considered just like other organizational assets rather than human capital.
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