Participatory Management

Participatory Management 
Participatory management  is the practice of empowering employees to participate in Organisational Decision-making. This practice grew out of the human relations movement in the 1920s, and is based on some of the principles discovered by schoolars doing research in management and organization studies such as the Elton Mayo's Hawthorne Studies. 


Definition 
Participatory Management can be defined as the process of management that through increased mental and emotional involvement of persons in group situations encourages them to contribute to group goals and share responsibility for them.

Components 
Involvement-Task and Ego involvement 
Contribution - Ideas of participants to be implemented 
Responsibility - Increased commitment, increased responsibility for actions 


Factors Influencing Participatory Management 
1. Managerial assumptions about  their subordinates 
2. Employee Maturity / immaturity 
3. Environment (Stable/ unstable)
4. Task structure  (Simple/Complex )


Methods of Participation
1.Quality Circles (Japan): A Quality Circle  is a volunteer group composed of workers (or even students), who are trained to identify , analyse and solve work -related problems and present their solutions to management in order to improve the performance of the organization and motivate and enrich the work of employees . When matured true quality circles become self-managing having gained the confidence of management. 

2.Linking Pin Model  (Likert ): The  linking pin model is an idea developed by Rensis Likert.  It presents an organization as a number of overlapping work units in which a member of a unit is the leader of another unit.  In this scheme the supervisor /manager has the dual task of maintaining unity and creating a sense of belonging within the group he or she supervises and of representing that group in meetings with superior and parallel management staff. These individuals are the linking pins within the organization and so they become the focus of leadership development activities. 


3. Matrix Organization : Matrix Management is a type of organizational management 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.


4.Double Loop Learning (Argyris ): In single-loop learning,  individuals, groups or organizations 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 view and modify those then second -order or doublr-loop learning has taken place . Double loop learning is the learning about single -loop learning.



5. Work Committees : Group of workers and management together consider and solve organizational problems. 

6. Consultative Management : Workers' opinions are taken with respect to their work conditions any new changes that the management wants to bring about.

7. Democratic Management (Theory Z) : Theory Z focuses on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee both on and off the job. This is a managing style that focuses on a strong company philosophy a distinct corporate culture long -range staff development and consensus decision - making. 

8. Suggestion Program: Employees can suggest ideas for work improvement and organizatuon's progress . These suggestions are accepted by management to further organization's objectives. 

9. Industrial Democracy : Industrial democracy is an arrangement which involves workers making decisions sharing responsibility and authority in the workplace.  In Germany half of the supervisory board of directors  (which elects management ) is elected by the shareholders and the other half by the workers. 

10. Employee Ownership of Organization 
11.Middle Management Committees 

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