1 / 19

Participative Management

Participative Management. By: Melissa Hawkins. Objectives of Presentation. Provide a definition Describe elements a participative management system should include Discuss the positive attributes Discuss the negative attributes Show if participative management is preferred by either gender

zody
Download Presentation

Participative Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Participative Management By: Melissa Hawkins

  2. Objectives of Presentation • Provide a definition • Describe elements a participative management system should include • Discuss the positive attributes • Discuss the negative attributes • Show if participative management is preferred by either gender • Discuss if culture plays a role in participative management • Discuss which industries work best with participative management

  3. Definition • “Participative management is a kind of management style in which subordinates share a significant degree of decision making power with their superiors” (Robbins, cited in Tung-Chun, 1997, p. 677) • “the goal of providing the worker with managerial values through participation in operational decisions, communications, or benefits” (Kovach, Sands Jr. & Brooks, 1981, p. 5)

  4. Necessary Elements • Ward (1997) argues that for Participative management to be successful 3 items need to be communicated to workers: Criteria, Contribution & Choice

  5. Criteria • Ward (1997) defines criteria as a set of boundaries put into effect by the manager that informs employees of what their ideas must consist

  6. Contribution • Ward (1997) defines contribution as implementing employee ideas in the decision making process

  7. Choice • Ward (1997) describes choice as giving employees the opportunity to make choices regarding company decisions

  8. Necessary Elements • Daft (2004) indicates that participative management needs to focus on a team approach to working versus the typical management status quo • Nowicki and Summerss (2008) stress the need for clear communication from management

  9. Positive Attributes • High job satisfaction (Soonhee, 2002) • “offer solutions to problems at reasonable costs” (McCaffrey, Faeman, & Hart, 1995, p. 604) • “allow for greater input from those who have specialized knowledge or expertise” (McCaffrey, Faeman, & Hart, 1995, p. 606) • “individuals have a greater commitment to decisions they helped make” (McCaffrey, Faeman, & Hart, 1995, p. 606) • greater flexibility of company policies (McCaffrey, Faeman, & Hart, 1995, p. 607)

  10. Positive Attributes • Saves costs by eliminating unnecessary managerial roles (McCaffery, Faeman, & Hart, 1995) • “Repeated cooperation/collaboration likely leads to respect and trust” (McCaffery, Faeman, & Hart, 1995, p. 612) • “enhances employee’s personal identification with a job” (Kovach, Sands Jr., & Brooks, 1981, p. 6) • “builds employee motivation” (Kovach, Sands Jr., & Brooks, 1981, p. 6)

  11. Negative Attributes • Can take too much time to make important decisions (Nowicki & Summers, 2008) • Poor communication from the manager to staff (Nowicki & Summers, 2008) • Increases in productivity may not occur when participation goes up (Powell & Schlacter, 1971) • “barriers to particpative systems are embedded in social, economic, and political principles” (McCaffrey, Faeman, & Hart, 1995, p. 603)

  12. Negative Attributes • “Reduces the chances of control of situations by managers” (McCaffery, Faeman, & Hart, 1995, p. 604) • People don’t want to work together because they do not like each other (McCaffery, Faeman, & Hart, 1995) • “exceptionally difficult to develop” (McCaffery, Faeman, & Hart, 1995, p. 605) • Research conducted on participative management is conflicted (McCaffery, Faeman, & Hart, 1995)

  13. Gender & Participative Managment • Women in management/leadership positions are found to use participative approaches more than men(Jago & Vroom, 1982; Paris, 2004) • Women are found to be less likely violate rules that are established to support change actions because they recognize the need for commitment to decisions (Jago & Vroom, 1982) • Women typically use groups to come to decisions (Jago & Vroom, 1982) • Men tend to lead with authoritarian approaches (Jago & Vroom, 1982; Paris, 2004) • Women that lead with authoritarian approaches are viewed negatively while men are not(Jago & Vroom, 1982)

  14. Culture & Participative Managment • Cultures that recognize gender egalitarianism & low power distance seem to value teamwork as an important method for good leadership (Paris, 2004) • It has been shown through research that Taiwanese organizations offering participative opportunities for employees promotes job satisfaction & lower turnover rates (Huang, 1997)

  15. Culture & Participative Managment • Japanese managers “value their employees and work with them as a critical resource”. (Scott, 1981, p. 27) • Japanese management believes strongly in the need for cooperation between managers & workers for productive work environments (Scott, 1981) • In West Germany participative management schemes are mandated by law (Kovach, Sands Jr., & Brooks, 1981)

  16. Industry & Participative Management • Blue Collar work environments have not had success with participative management strategies(Kovach, Sands Jr., & Brooks, 1981) • Unions do not like participative management (Kovach, Sands Jr., & Brooks, 1981) • Why? Varying education & job satisfaction is found away from the job (Kovach, Sands Jr., & Brooks, 1981)

  17. Industry & Participative Managment • Texas Instruments has a participative management model that was designed to help improve business operations (Myers, 1968) • Texas Instruments focused on job enrichment to induce employee motivation (Myers, 1968) • The Texas Instrument model is: Planning, doing, and control(Myers, 1968)

  18. Motorola & Participative Management • Implemented into each plant one at a time with great success • 25% more output from equipment • High cooperation between employees • When vacancies occur/disrupt work day, employees eagerly cover the slack • Improved communication between different shifts • Lower turnover rate & higher job satisfaction • Rest periods/breaks are taken on time • Weaker employees are naturally weeded out • (Scott, 1981)

  19. References • Daft, R. L. (2004). Theory Z: Opening the Door for Participative Management. Academy of Management Executive, 18(4), 117-121. Retrieved from Business Source Premier database. • Huang, T. (1997). The Effect of Participative Management on Organizational Performance: The Case of Taiwan. International Journal of Human Resource Management, 8(5), 677-689. Doi: 10.1080/0956851997341450 • Jago, A. G., & Vroom, V. H. (1982). Sex Differences in the Incidence and Evaluation of Participative Leader Behavior. Journal of Applied Psychology, 67(6), 776-783. Retrieved from Business Source Premier database. • Kovach, K. A., Sands Jr., B. F., & Brooks, W. W. (1981) Management by Whom?-Trends in Participative Management. Advanced Management Journal, 46(1), 4-13. Retrieved from Business Source Premier database. • McCaffery, D. P., Faerman, S. R., & Hart, D. W. (1995) The Appeal and Difficulties of Participative Systems. Organization Science, 6(6) 603-627. Retrieved from Business Source Premier database. • Myers, M. S. (1968) Every Employee a Manger. California Management Review, 10(3) 9-20. Retrieved from Business Source Premier database. • Nowicki, M., & Summers, J. (2008) When Participative Management Leads to Garbled Communication. Healthcare Financial Management, 62(2) 118-120. Retrieved from Business Source Premier database. • Paris, L. D. (2004) The Effects of Gender and Culture on Implicit Leadership Theories: A Cross-cultural Study. Academy of Management Proceedings, B1-B6. Retrieved from Business Source Premier database. • Powell, R. M. & Schlacter, J. L. (1971) Participative Management a Panacea?. Academy of Management Journal, 14(2) 165-173. Retrieved from Business Source Premier database. • Scott, W. B. (1981) Participative Management at Motorola-the Results. Management Review, 70(7) 26-29. Retrieved from Business Source Premier database. • Soonhee, K. (2002) Participative Management and Job Satisfaction: Lessons for Management Leadership. Public Administration Review, 62(2) 231-241. Retrieved from Business Source Premier database. • Ward, B. (1997) The Three C’s of Participative Management. Canadian Manager, 22(4) 21-23. Retrieved from Business Source Premier database.

More Related