Participative Management-a Critical Study

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1. INTRODUCTION
a. Background of study:
A modern forward-looking business does not keep its employees in the dark about vital decisions affecting them. It trusts them and involves them in decision making at all levels. “Command and control” is no longer an adequate model. A more open and collaborative framework will exploit the talents of all employees (Hewitt, 2002). Employees must be involved if they are to be understood the need for creativity and if they are to be committed to changing their behavior at work, in new and improved ways (Singh, 2009; Kingir and Mesci, 2010). Employee involvement in decision-making serves to create a sense of belonging among the workers as well as a congenial environment in which both the management and the workers voluntarily contribute to healthy industrial relations (Noah, 2008). In order to increase the workers commitment and humanize the workplace with the intention of improving work performance and good citizenship behavior, managers need to permit a high degree of employee involvement (Cohen et al., 1997).

b. Definition:
Participative Management refers to as an open form of management where employees are actively involved in organization’s decision-making process. The managers who understand the importance to human intellect and seek a strong relationship with their employees apply the concept. They understand that the employees are the facilitators who deal directly with the customers and satisfy their needs. To beat the competition in market and to stay ahead of the competition, this form of management has been adopted by many organizations. They welcome the innovative ideas, concepts and thoughts from the employees and involve them in decision-making process.

Participative Management can also be termed as ‘Industrial Democracy’, ‘Co-determination’, ‘Employee Involvement’ as well as ‘Participative Decision Making’. The concept of employee participation in organization’s decision making is not new. However, the idea couldn’t gain that much popularity among organizations. Studies have shown that only 3-5 percent of organizations have actually implemented this concept in their daily operations. Though the theory of participative management is as old as the institution of employees and employers. Still it is not applied in a large proportion of organizations.

c. Rationale of Study:
Now a day, participation is very important for an organization. Who will participate and who won’t participate is the most important decision to take. Though employee participation is highly encouraged in modern theories, there always should be some boundary. There is always some matter in which subordinates should not interfere.

d. Objective of the study:
Thus, the involvement of workers in decision-making is considered as a tool for inducing motivation in the workers leading to positive work attitude and high productivity (Noah, 2009). However, researchers may be skeptical about the value and relevance of employee involvement in decision making to firm performance. It is in view of this that the study examines the following: 1. Find the features of organizational participation.

2. Find the benefits of Organizational participation.
3. Find the limitations of Organizational participation.

e. Limitations of Study:
This study has not done by a professional researcher. So there can be some ambiguity in the study. Since this study is created mainly through observation and secondary information, there may also lack of reflection of the exact scenario. a. Problem statement:

Organizational participation makes it easy for the organization to achieve the organizational goal.

2. Research methodology

a. Research methodology and data collection:
This study is made mainly on the basis of other researcher’s work and through observation in the organization I work in.

b. Computer software used:
1. MAC office 2008.
2. Snagit 2 editor.

3....
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