Participatory Management (Chris Argyris)

Participatory Management(  Chris Argyris )
1.Maturity -Immaturity theory
People in an organization tend to move from immature state
●Infant Passivity- Adult activity
●Relative Dependence- Relative independence 
●Limited Behaviors - Many different behaviours
●Erratic, shallow, Brief Interests- Stable , deeper interests
●Short-term Perspective- Long term perspective
●Subordinate Social Position- Equal or superordinate position
●Lack of Awareness -Self awareness and self control


There is a basic incongruence between needs of a mature personality and the requirements of a classical pyramidal bureaucratic organization. The application of classical organization priciples like hierarchy close supervision tight controls centralization make employees passive dependent subordinate and short term oriented.



According to Argyris management assumptions are:
1. Employee are lazy
2. Uninterested and apathetic 
3. Employee are money crazy
4. Employee create errors and waste


Management blames the employees and sees the disloyalty and disinterest as being caused by employees . Thus for management if any changes are to occur employment need to be changed. This leads to more control tighter supervision and so on.


Characteristics of Bureaucratic Pyramidal Organization
●Importance of only those relations that are important for organization objective
●Discounts the emotional component of behaviour 
●Emphasises Authority, Control and direction 
●Top-down communication,strict hierarchy, supervision subordinate relations
●Low Interpersonal Competence
●Rigid, Mechanic 


Incongruence increases 
●When people become more mature
●When one goes down the hierarchy 
●When organization becomes more strict mechanical and logical


Under such conditions
●Employee tries to move up the organization ladder
●May leave the organization 
●Uses defence mechanisms
●Becomes passive,apathetic, disinterest 


2. Double Loop Learning 


Upper management 
Goals,Values

Mid Management 
Strategies,Plans

Workers
Implementation 


In single-loop learning, individuals, groups or organisations modify their actions according to the difference between expected and obtained outcomes. In double -loop learning, the entities (individuals, groups or organisation ) question the values, assumptions and policies that led to the actions in the first place; if they are able to Double loop learning is the learning about single -loop learning. 


3.Fusion Process Theory
Both the organization and the industry seek to attain self realisation.  Individual uses organization to further his own goals - Personalising process. Organization uses individual to further its goals -Socializing process. 

Fusion process is carried out when these two are integrated.  Fusion process is possible only with Participative Management. 



4. T-Group/Sensitivity Training 
In this training ,learners use here and now experience in the group, feedback among participants and theory on human behaviour to explore group process and gain insights into themselves and others . The goal is to offer people options for their behaviour in groups. This method helps leaders and managers create a more humanistic people serving system and allow leaders and managers to see how their behaviour actually affected others. This enhances Participative management. 



5. Matrix Organizations
Matrix Organization is a type of Organization in which people with similar skills are pooled for work assignments. For example all engineers may be in one engineering department and report to an engineering manager but these same engineers may be assigned to different projects and report to a project manager while working on that project. Therefore each engineer may have to work under several managers to get their job done. Superior- subordinate relations replaced by self disciplined industry.


Implications of Participative Management 
1.Industrial Democracy 
2. Decentralization /Delegation  (Decentralized Planning in PRIs )
3. Better Delegation 
4. Better HQ - Field Relations
5. Better Line -Staff relations
6. More Efficient Conflict Resolution 
7. Consultative Performance Appraisal 
8. Management by Objectives 
9. Consultative Supervision 
10. Job Enlargement/Enrichment 
11. More  Control Over Work Environment  (Flexi hours, work from home)
12. Indicative Planning 
13.Decentralized Planning 
14. Better Centre -State -local Relations 
15.More flexible and organic organizations 


Participative Management in Current Context
1. State minimalism and Institutional pluralism.
2. Global -local synthesis.
3. Globalisation causing participation in all spheres.
4.Increased focus on efficiency and accountability in public similar to private sector.
5. Need for localised solutions 
6. Increasing skills and education of citizens and workers
7. Focus on decentralization  (PRIs and Municipal government )
8.Competition due Globalization for both public and private sector 
9. Focus on people's participation in governance 
10. Means involvement of all stakeholders other than employees. Like citizens, NGOs, Voluntary groups. 
11.Due to advancements in technology- e-mail,Internet Participative Management is getting boosted. 
12. More participatory culture in service organizations like IT&BPO (Flexiblehours, work from home) 
13. Personalization of services 
14. Decentralized Planning 
15. Indicating planning 
16. Privatization and disinvestment in PSU
17. Focus on institutional pluralism
18. Importance of private Sector , voluntarysector participation in governance 
19. Networked Community governance 
20. Participative performance appraisal in publicsector.




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