1. A process of involving those who are influenced by decisions, in making decisions. 2. Where everyone makes certain that everyone gets their needs met. Where have you seen participative management work well?
Why is the concept so foreign in a democratic society?
What Participative Management is NOT.
1. It is not permissiveness. PM holds people responsible.
2. It is not weakness. PM takes character to apply.
3. It is not involvement in trivia. Only significant decisions should go through the PM process, however, what one person sees as trivia may be very important to an other.
4. It does not mean giving up authority. We dont give up authority, rather we delegate authority with matching amounts of responsibility and accountability. 5. It does not mean giving up all decision making. We delegate only the amount of decision-making that we think is appropriate under the circumstances. Delegated authority may require a person to recommend action rather than take action. 6. It does not mean postponing action. PM should occur quickly and avoid constant fixes.
P a r t i c i p a t i v e
M a n a g e m e n t
( P M )
Sharing Authority through delegation
Ill be darned if Ill let my people make the decisions when Im the one who is responsible for the operation. If its a bad decision, my head will roll, not theirs.
The Sharing (Delegating) Process:
Responsibility + Authority + Accountability
We Negotiate the Following Steps
1. Goals: We start with the end in mind.
2. Guidelines: We negotiate parameters, history, policies, boundaries, etc. 3. Resources: We negotiate the money, equipment, supplies, human resources, time, and authority available.
4. Accountability: We negotiate what information will be tracked, how, when, and to whom it will be reported.
5. Reward: Unless there are special spifs, bonuses, or incentives, rewards usually include good reviews, higher raises, greater opportunity for promotion, greater authority, etc. What is the difference between sharing and delegating authority? Skills Required for Participative Management
1. Interest and concern. Some people prefer to be told what to do. 2. Recognize and enhance talents in others. Some people fear they will lose power if they build others.
3. Recognize and work around weaknesses in others. Some people are so irritated by deficiencies of others that they cant they cant recognize and work with their strengths.
4. Communicationparticularly listening. We often would rather inform than become informed.
5. Conflict resolution. It is easier to create a conflict than to resolve one. It usually requires forgiving otherssomething most people dont do well.
6. Self-control. Getting the best out of others requires controlling our selvesour habits, anger, self-serving tendencies.
7. Negotiation. It can seem difficult to negotiate when we
already have the power to simply decide and act.
8. Compromise. We often must compromise short-term personal or departmental goal S
to achieve a company goal or help another achieve a personal goal. 9. Synergy. The PM process relies on the belief that 1 + 1 = 3. 10. Teachability. When the team answer is different than our preconceived desire we must learn from the team.
11. Flexibility. We must learn from others and then implement the better alternatives. 12. Correction. The PM process constantly makes it clear that, I was mistaken, I didnt think of everything, I wasnt considering anothers viewpoint, etc. Most people dont like this process.
Why do you think participative management not widespread?
Symptoms of PM Shock
1. They cant understand. This PM stuff doesnt make sense. This usually means that participative management is so foreign to their perspective that they cant even picture it working.
2. Anger. They may say, I dont like people questioning meparticularly those who report to me, or Dont you think Im capable?