NCJ Number
58907
Date Published
1978
Length
214 pages
Annotation
METHODS FOR THE IMPLEMENTATION OF PARTICIPATORY MANAGEMENT ARE DESCRIBED IN THIS TEXT FOR BUSINESS MANAGERS AND STUDENTS OF BUSINESS.
Abstract
PARTICIPATIVE MANAGEMENT INVOLVES SUBORDINATES IN THE DECISIONMAKING PROCESS. IT EMPHASIZES ACTIVE INVOLVEMENT OF EMPLOYEES AND USES THEIR EXPERTISE AND CREATIVITY IN SOLVING IMPORTANT MANAGERIAL PROBLEMS. USING THE CONCEPT OF SHARED AUTHORITY IT IMPLEMENTS THE DELEGATION OF BOTH DECISIONMAKING AND RESPONSIBILITY FROM MANAGERS TO SUBORDINATES WITHOUT THE LOSS OF MANAGERIAL POWER OR OVERSIGHT. THE RATIONALE FOR PARTICIPATIVE MANAGEMENT CONSISTS OF ITS POTENTIAL FOR INCREASING THE EFFECTIVENESS AND EFFICIENCY OF BUSINESSES AND GOVERNMENT AGENCIES. IT ALLOWS FOR EMPLOYEE AND CLIENT INFLUENCE OF POLICIES, AND CREATES SUBSEQUENT IMPROVEMENT IN MORALE AND SATISFACTION. GREATER TRUST OF MANAGEMENT IS INSTILLED IN EMPLOYEES WHO HAVE PARTICIPATED IN THE MANAGERIAL PROCESS. TEAMWORK IS ESSENTIAL IN THE RESOLUTION OF CORPORATE PROBLEMS, AND THE COORDINATION PROCESS CAN DEVELOP SUCH TEAMWORK. ORGANIZATIONAL BARRIERS TO PARTICIPATION, SUCH AS THE LACK OF A REWARD STRUCTURE, CAN BE OVERCOME WITH TRAINING AND A SUPPORTIVE CLIMATE. IMPLEMENTATION OF PARTICIPATION CAN BEGIN WITH COLLECTIVE BARGAINING, INDUSTRIAL DEMOCRACY, AND SPECIAL TASK FORCES. NONTRADITIONAL METHODS INCLUDE THE USE OF TRANSACTIONAL ANALYSIS AND 'FAMILY' GROUPING, BUT SUCH TECHNIQUES SHOULD BE TAILORED TO PARTICULAR CIRCUMSTANCES. CASE STUDIES, EXERCISES, AND A BIBLIOGRAPHY ARE PROVIDED. (TWK).