Sunday, July 14, 2013

Participative Management

Participative Management is the process of associating employees of an organization in the decisions that affect them, in the organizational decision making and increasing their autonomy & control over their work lives. The underlying belief of this approach is that by doing so the employees will become more motivated, they will have far more commitment to the organization, they will become more productive and ultimately they will be more satisfied with their jobs. This approach was an offshoot of the human relations school of thought of 1920s.

"Joint decision making" is the key concept in participative management. Sub-ordinates should share a significant degree of decision making power with their immediate superiors according to this view. This will cause substantial mental and emotional involvement of the employees with the organization and will motivate them to share responsibility. Due to the increasing complexity and work load in the modern organizations, the employees quite frequently suffer from low productivity and poor morale. Participative Management has been proposed as a solution for tackling these issues. For participative management to be successful there are some pre-requisites. These are:

The employees must be involved in the issues which pertain to them i. e. they should be part of decisions which affect them. On the part of employees competence is necessary so that they may be able to contribute something constructive. They should possess relevant knowledge and skills. Mutual trust and confidence among all the stakeholders is the utmost necessity. The empirical research shows that the employee performance, motivation and Productivity increase under participative management however if the above mentioned conditions are not fulfilled then the influence is only modest.

Representative participation is one form of participative management in which instead of direct participation of workers, their representatives' participate. Workers are represented by a small group of their representatives. Redistributing power within the organization so that the employees could be put on equal footing with its management and other stakeholders is the main aim of representative participation. Representative participation is manifested in two forms: work councils and board representatives. The former are the nominated or elected representatives of the employees who must be taken into confidence by the management before taking a decision involving the personnel. The latter are representatives of employees sit on the organization's board of directors. However experience has shown that this form of participative management is poor choice for improving employee involvement as it is dominated either by the management or the vested interests

Quality Circles are another form of participative management. They became popular in the west in 1980s. A quality circle is a work group of some eight to ten employees along with supervisor who share areas of responsibility among them and who meet regularly to discuss the problems faced by them and probably solutions. The problem faced by most of the participative management programmes is lack of interest on part of management to involve the employees and if the employees are involved they are involved in a limited way.

Some of the management thinkers on participative management were Rensis Likert, Chris Argyris and Doughlas Mc Gregor.

 

Read This -> Participative Management by Rensis Likert

Read This -> Participative Management by Chris Argyris

Read This -> Participative Management by Doughlas Mc Gregor


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