The relationships between managers and subordinates are cordial and friendly. This is an ideal type of management system. More emphasis is placed on rewards than on punishment in motivational approaches. Superiors and subordinates repose confidence and trust between each other. Control system tends to be flexible and goal oriented. The lines of communication between superiors and subordinates are open. A few operational decisions are allowed to be made at lower levels of management. They are often consulted and their views are taken into account by managers. In this setting, management evinces some interest in employees and their contributions. The organisational climate is generally characterised by suspicion and fear. Motivation is governed by a ‘carrots and sticks’ approach. Subordinates are supposed to implement them faithfully. Much decision-making and goal setting are centralised at the top. Managers/ supervisors adopt patronising or paternalistic attitudes sometimes and harsh attitudes at other times towards subordinates. A sort of master-servant relationship exists between the manager and employees in this system. This is slightly less primitive than the first. Subordinates are kept under strict control. The major motivational devices are threats and punishment. Communication is highly formal in nature and downward in direction. The relations between managers and subordinates are characterised by distrust and ill will. There is little involvement of employees in decision-making. He assigned numbers 1 to 4 to his conceptual models to indicate the-stages of evolution in the patterns and styles of management in organisations. To facilitate his research, Likert evolved four models of management which he termed Systems of Management. Rensis Likert of the University of Michigan, USA and his associates made an extensive survey on management and leadership patterns in a large number of organisations. The latter is necessary to serve as a setting in which managers can successfully show high concern for people and production. Blake and Mouton place emphasis not only on leadership training but also on Organisational Development. Those managers who are in lower positions in their concerns for people and production can be exposed to some training programme to enable them to move to team position. They claim that the Grid concept can be used to enable managers to identify their current leadership behavioural position. According to them team leadership is the most desirable approach in the long run than others. Blake and Mouton argued that the two concerns are independent and can be present together.