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In recent years the term participative management has become common in business, and not for profit agencies. ... For the purposes of this paper, I will give a detailed analysis of participative management. ...
WHAT PARTICIPATIVE MANAGEMENT IS
According to John R. Schuyler, participative management has, in some form or another, been around for a long tine. ...
In order to understand participative management, one needs a detailed definition. One such definition defines participative management as, a process of involving those who are influenced by decisions, in making decisions. ... And finally, participative management is defined as a process by which a company attempts to increase the potential of its employees by involving them in decisions that affect their work lives.
Participative management also goes by many names. ... In the text Contemporary Management, Jones and George define self-managed work teams as, “a group of employees who supervise their own activities and monitor the quality of the goods and services they provide. ...
Another name that participative management is known as is open book management or OBM. ... A culture of trust where there is ready access to information needed to do one’s job (hence the name, “open book management”; not necessarily all company information, but sufficient for employees to gauge company performance). ...
Open-book management is a way of running a company that gets everyone focused on helping the business to succeed, nothing more and nothing less. ...
WHAT PARTICIPATIVE MANAGEMENT IS NOT
In order for one to fully understand what participative management is, I believe they must also understand what it is not. Participative management is not permissiveness or weakness; it holds people responsible and is something that takes character to apply. ... Participative managers need to be strong and resolute. ...
Participative management does not mean giving up authority, rather is means delegating authority with matching amounts of responsibility and accountability. ...
Having said this about decision-making, participative management does mean giving up some decision-making, but not all of it. ... ” A participative manager does not take this approach. ...
Participative management does not mean delay or postponing action. The goal of participative management is to expedite processes and avoid constant “fixes”.
STARTING A SUCCESSFUL PARTICIPATE MANAGEMENT PROGRAM
A well-planned participative management program, can offer tremendous advantages. ...
According to Jerre Lewis and Leslie Renn, there are nine steps to implementing a successful participative management program:
Step one: Support of top management and union leadership. Top management must sanction and be supportive of any employee involvement and participative management program. It is crucial that managers and supervisors all levels be properly trained on how to change their management style from more traditional methods to the participatory style. Many union leaders fear that participative management and employee involvement programs will undermine the role of unions in collective bargaining agreements. ... Without the support of both unions and top management, participative management programs will fail.
Step two: Employees must be ready to accept a participative management program. In order for employees to be receptive to a participative management program, a cultural change must occur in the organization. Implementing a participative management program in an adversarial work climate will not be successful. ... A participative management program will not be successful in any organization without trust. Management must initiate this by showing that they trust their employees. ... Without trust of co-workers and managers, participative management programs will fail.
Step four: Participative management programs should be initiated on a voluntary basis.
Approximate Word count = 2798
Approximate Pages = 11.2
(250 words per page double spaced)
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