Introduction : In this research about participative management program , I am going to investigate the importance of the participation of the employees

in the core business of the entities as it is considered anew approach in management for some administrators . first I will define the term and I will support my work with some points of view to the writers in this field / I will also show the other theories in relation with human resources management as an important thing related with the current research . many have already defined the term of participated management program and they all shared that it is the management style in which the employees are involved in the administration within the company or the organization . it has been said that the employees share the decision making process and participate in setting goals and planning . What is participative management program ? Participative management is a part of the broader concept of Employee Involvement. Employee involvement is defined as a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organizational success(cited in Robbins 2003). However, participative management is a technique of joint decision making; That is, subordinates actually share a significant degree of decision-making power with their immediate superiors (Robbins 2003). Participative management increases performance, productivity, job satisfaction and motivation.

However there are papers that doubt the efficiency of participative management. 1But there also are situations in which participative management, saying can be time-wasting and counterproductive. It can reduce peoples effectiveness and job satisfaction (Herman 1989). Robbins (2003)says that there are dozens of research showing that participation has only a modest influence on productivity, motivation and job satisfaction. But the problem is not in participation itself. Participation is effective if it is done in the right conditions (Robbins 2003) and with the right implications (Juechter 1982). Another definition is : The employee involvement or participative decision making, encourages the involvement of stakeholders at all levels of an organization in the analysis of problems, development of strategies, and implementation of solutions. Employees are invited to share in the decision-making process of the firm by participating in activities such as setting goals, determining work schedules, and making suggestions. Other forms of participative management include increasing the responsibility of employees (job enrichment); forming self-managed teams, quality circles, or quality-of-work-life committees; and soliciting survey feedback. Participative management, however, involves more than allowing employees to take part in making decisions. It also involves management treating the ideas and suggestions of employees with consideration and

Cotton, J.L. (1993). Employee Involvement: Methods for improving performance and work Attitudes. Sage Publications.

respect. The most extensive form of participative management is direct employee ownership of a company. Four processes influence participation. These processes create employee involvement as they are pushed down to the lowest levels in an organization. The farther down these processes move, the higher the level of involvement by employees. The four processes include:2 1. Information sharing, which is concerned with keeping employees

informed about the economic status of the company. 2. Training, which involves raising the skill levels of employees and offering

development opportunities that allow them to apply new skills to make effective decisions regarding the organization as a whole. 3. Employee decision making, which can take many forms, from

determining work schedules to deciding on budgets or processes. 4. Rewards, which should be tied to suggestions and ideas as well as

performance. Benefits Of Participative Management: A participative management style offers various benefits at all levels of the organization. By creating a sense of ownership in the company, participative management instills a sense of pride and motivates employees to increase productivity in
2

Cotton, J.L. (1993). Employee Involvement: Methods for improving performance and work Attitudes. Sage Publications.

order to achieve their goals. Employees who participate in the decisions of the company feel like they are a part of a team with a common goal, and find their sense of self-esteem and creative fulfillment heightened. Managers who use a participative style find that employees are more receptive to change than in situations in which they have no voice. Changes are implemented more effectively when employees have input and make contributions to decisions. Participation keeps employees informed of upcoming events so they will be aware of potential changes. The organization can then place itself in a proactive mode instead of a reactive one, as managers are able to quickly identify areas of concern and turn to employees for solutions. Participation helps employees gain a wider view of the organization. Through training, development opportunities, and information sharing, employees can acquire the conceptual skills needed to become effective managers or top executives. It also increases the commitment of employees to the organization and the decisions they make. Creativity and innovation are two important benefits of participative management. By allowing a diverse group of employees to have input into decisions, the organization benefits from the synergy that comes from a wider choice of options. When all employees, instead of just managers or executives, are given the opportunity to participate, the chances are increased that a valid and unique idea will be suggested.3 Requirements Of Participative Management: Dachler, H., &Wilpert, B. (1978). Conceptual Dimensions and Boundaries of Participation in Organizations: A Critical Evaluation. Administrative Science Quarterly, 23(1), 1-39. Retrieved from EBSCOhost
3

A common misconception by managers is that participative management involves simply asking employees to participate or make suggestions. Effective programs involve more than just a suggestion box. In order for participative management to work, several issues must be resolved and several requirements must be met. First, managers must be willing to relinquish some control to their workers; managers must feel secure in their position in order for participation to be successful. Often managers do not realize that employees' respect for them will increase instead of decrease when they implement a participative management style. The success of participative management depends on careful planning and a slow, phased approach. Changing employees' ideas about management takes time, as does any successful attempt at a total cultural change from a democratic or autocratic style of management to a participative style. Long-term employees may resist changes, not believing they will last. In order for participation to be effective, managers must be genuine and honest in implementing the program. Many employees will need to consistently see proof that their ideas will be accepted or at least seriously considered. The employees must be able to trust their managers and feel they are respected4. What does a successful participation require? Successful participation requires managers to approach employee involvement with an open mind. They must be open to new ideas and alternatives in order for participative management to work. It is important to remember that although the manager may not Dachler, H., &Wilpert, B. (1978). Conceptual Dimensions and Boundaries of Participation in Organizations: A Critical Evaluation. Administrative Science Quarterly, 23(1), 1-39. Retrieved from EBSCOhost
4

agree with every idea or suggestion an employee makes, how those ideas are received is critical to the success of participative management. Employees must also be willing to participate and share their ideas. Participative management does not work with employees who are passive or simply do not care. Many times employees do not have the skills or information necessary to make good suggestions or decisions. In this case it is important to provide them with information or training so they can make informed choices. Encouragement should be offered in order to accustom employees to the participative approach. One way to help employees engage in the decision-making process is by knowing their individual strengths and capitalizing on them. By guiding employees toward areas in which they are knowledgeable, a manager can help to ensure their success.5 Before expecting employees to make valuable contributions, managers should provide them with the criteria that their input must meet. This will aid in discarding ideas or suggestions that cannot be implemented, are not feasible, or are too expensive. Managers should also give employees time to think about ideas or alternative decisions. Employees often do not do their most creative thinking on the spot. Another important element for implementing a successful participative management style is the visible integration of employees' suggestions into the final decision or implementation. Employees need to know that they have made a contribution. Offering
5

Herman, S. M. Participative Management Is A Double-Edged Sword. Training; Jan

1989; 26, 1; ABI/INFORM Global pg. 52

employees a choice in the final decision is important because it increases their commitment, motivation, and job satisfaction. Sometimes even just presenting several alternatives and allowing employees to choose from them is as effective as if they thought of the alternatives themselves. If the employees' first choice is not feasible, management might ask for an alternative rather than rejecting the employee input. When an idea or decision is not acceptable, managers should provide an explanation. If management repeatedly strikes down employee ideas without implementing them, employees will begin to distrust management, thus halting participation. The key is to build employee confidence so their ideas and decisions become more creative and sound. Managers And Participative Management : Participative management is not a magic cure for all that ails an organization. Managers should carefully weigh the pros and the cons before implementing this style of management. Managers must realize that changes will not take effect overnight and will require consistency and patience before employees will begin to see that management is serious about employee involvement. Participative management is probably the most difficult style of management to practice. It is challenging not only for managers but for employees as well.6 While it is important that management allows employees to participate in decision making and encourages involvement in the organization's direction, managers must be
6

Herman, S. M. Participative Management Is A Double-Edged Sword. Training; Jan

1989; 26, 1; ABI/INFORM Global pg. 52

cognizant of the potential for employees to spend more time formulating suggestions and less time completing their work. Upper-level management will not support a participative management program if they believe employees are not meeting their daily or weekly goals. Some suggestions for overcoming this potential problem are to set aside a particular time each week for workers to meet with management in order to share their ideas, or to allow them to work on their ideas during less busy times of the day or week. Another idea that works for some managers is to allow employees to set up individual appointments to discuss ideas or suggestions.7 Advices for managers : Managers should remember that participative management is not always the appropriate way to handle a given situation. Employees often respect a manager that uses his or her authority and makes decisions when it is necessary. There are times when, as a manager, it is important to be in charge, make a decision, and then accept the responsibility for the choices made. For example, participative management is probably not appropriate when disciplinary action is needed. When managers look upon their own jobs as a privilege instead of as a responsibility, they will fail at making participative management work. They will be less willing to turn over some of the decision-making responsibility to subordinates. Another reason that participative management fails is that managers do not realize it is not the same as
7

Lawler, E.I. (1986). High-Involvement management: Participative Strategies For

Improving Organizational Performance. San Francisco CA: Jossey-Bass Inc.

delegating or simply shifting responsibility. Participation alone has no value; it is only an effective tool if it is used to solve problems and meet goals. Some managers believe that inviting employees to join in meetings and form committees will create a successful participative management program. However, these measures are only successful when employees' ideas are accepted by management and implemented.8 The larger the organization, the more difficult it becomes to institute a participative management style. Large organizations have more layers and levels, which complicate effective communication and make it difficult to register the opinions and suggestions of a diverse group of employees and managers. Critics argue that unions are often more effective than participative management in responding to employee needs because union efforts can cut through bureaucratic organizations more quickly. Participative management has clear goals and does not turn over the organization to employees. There is still a hierarchy but it is not a dominant hierarchy, which dictates everything to employees. A non-dominant hierarchy has as many levels as are necessary to do the work of the organization. People have clear roles and responsibilities and manage themselves as much as possible. Management tells people what the strategy is and what is expected in terms of results and then allows people to figure out the how to deliver on management expectations. Top management still decides strategy and front line employees still focus on their primary tasks. The difference is that the criteria for
8

Huang, T. (1997). The effect of participative management on organizational

performance: the case of Taiwan. International Journal of Human Resource Management, 8(5), 677-689.

superior performance are utilized and leveraged for the success of the organization. The criteria for superior performance are drivers of behavior, reasons why people get up in the morning and are enthusiastic about their work. Pay is considered a satisfier all things being equal. The criteria for superior performance are: Control Learning Variety Mutual Support and Respect A Promising Future Engage one or several of their preferred life interests Challenges that match and stretch individual skills Concentration and Focus Fun

When the criteria for superior performance are leveraged in an organization the performance will dramatically improve. This has been demonstrated over and over again in thousands of organizations all over the world. 9 Resistance to the Participative Management Process Whenever there is change we can expect resistance to the process. Many people do not welcome change even if it is in their best interests. People do not want to lose power and
9

http://www.flowmanagement.net/studies/pma.htm

10

control. It is the fear of the unknown that causes problems for people. Wilfred Bion's work on group process, or what he calls fight or flight behaviors, or dependency is constantly at play in most bureaucratic organizations. Most organizations are still in part bureaucratic. People will either fight or run away and these behaviors can be very subtle in nature. A question to ask is what does the person acting out perceive they have to lose if a new initiative takes root? An effective method for managing this type of situation is to reassure the person or group that the change is for the best interest of the organization. From our facilitation experience, all stakeholders are likely to reap tangible and intangible rewards. A top manager that is interested in having a successful Participative Management initiative will be on the constant look out for sabotaging behaviors from threatened individuals. Another behavior to be on the look out for is pairing. Threatened individuals will want to pair up with another individual or one who he/she perceives has power and attempt to inhibit the new participative initiative.10 Examples and possible results using participative management... Results using Participative Management at a Manufacturing Plant were dramatic. Mr. Daniel reports the situation at QuietFlex has dramatically

10

http://www.flowmanagement.net/studies/pma.htm

11

By incorporating participative strategies at our company, employees have been given a role in solving future problems. Participative Design has "given the managers a way to deal with specific issues. Now they know to ask the employees to really define the problem and what they think the solution should be." Mr. Daniel is pleased how CCI helped his organization both increase quality production and communicate with their workers. "I ask everyone to bring me solutions with their problems," he says.11

11

http://www.flowmanagement.net/studies/pma.htm

12

Participative Management at a Mental Health Clinic (healthcare) helped turn around the performance and increase productivity. Immediate Results: Ms. Driscoll reports that group performance has improved dramatically. They have increased face time with clients by 33%. Another positive result of incorporating Flow into their work is that people who enjoy working with children or with geriatric clients are able to choose that work. This choice creates a greater fit between the individuals interests and skills and the work they do. Although it may seem small, the individual's opportunity to choose greatly improves both the quality of service and overall morale. Long-term Results: The mental health group used the output of the work redesign to create two cross-functional teams, a specialized clinical unit and a service coordination team and to institute a better process for conducting rounds. Communication is more effective and overall administration works more effectively. People take positive control over their work and strive to problem-solve creatively and continuously. Other clinic locations now use the work of the Southwest group to improve their own work processes. Incorporating the criteria for superior performance is allowing these organizations to dramatically improve their performance.

Threatens Of Participation Programs: Participative management programs can be threatened by office politics. Due to hidden agendas and peer pressure, employees may keep their opinions to themselves and refuse

13

to tell a manager if they feel an idea will not work. Managers also play a part in politics when they implement participative management programs to impress their own bosses but have no intention of seeing them through.12 Many companies have experienced the positive effects of participative management. Employees are more committed and experience more job satisfaction when they are allowed to participate in decision making. Organizations have reported that productivity improved significantly when managers used a participative style. Participative management is not an easy management style to implement. It presents various challenges and does not succeed overnight. Managers will be more successful if they remember that it will take time and careful planning before they will see results. Starting with small projects that encourage and reward participation is one way to get employees to believe that management is sincere and trustworthy.13

Conclusion :

12

http://www.flowmanagement.net/studies/pma.htm Huang, T. (1997). The effect of participative management on organizational

13

performance: the case of Taiwan. International Journal of Human Resource Management, 8(5), 677-689.

14

One of the leading challenges in public management has been implementing effective human capital strategies to enhance government performance and accountability. As a result of the emphasis on performance and results-oriented government services, researchers in public administration and government agencies have stressed effective human resources management strategies such as job satisfaction, team empowerment, participative management, and strategic planning. This research was very helpful to define the term and recognize the participative management program.

References :

15

Websites :
1.

http://www.enotes.com/management-encyclopedia/participative-

management
2.

http://www.flowmanagement.net/studies/pma.htm

books & Journals

1.

Cotton, J.L. (1993). Employee Involvement: Methods for improving performance and work Attitudes. Sage Publications.

2.

Dachler, H., &Wilpert, B. (1978). Conceptual Dimensions and Boundaries of Participation in Organizations: A Critical Evaluation. Administrative Science Quarterly, 23(1), 1-39. Retrieved from EBSCOhost.

3.

Enrick, N. L., Lester Jr., R. H., &MottleyJr, H. E. (1983). Quality Circles: Motivation Through Participation. Industrial Management, 25(2), 1.Retrieved from EBSCOhost.

4. Herman, S. M. Participative Management Is A Double-Edged Sword. Training; Jan 1989; 26, 1; ABI/INFORM Global pg. 52
5.

Huang, T. (1997). The effect of participative management on organizational performance: the case of Taiwan. International Journal of Human Resource Management, 8(5), 677-689.

6.

Juechter, W.M. (1982). The pros and cons of participative management. Management Review, 71(9), 44.Retrieved from EBSCOhost.

16

7. Lawler, E.I. (1986). High-Involvement management: Participative Strategies For Improving Organizational Performance. San Francisco CA: Jossey-Bass Inc. Loch, C. H., Sting, F. J., Bauer, N., &Mauermann, H. (2010). How BMW Is .Defusing the Demographic Time Bomb.Harvard Business Review, 88(3), 99-102
9.

.8

Miller, K. I., &Monge, P. R. (1986). Participation, Satisfaction, And Productivity: A Meta-analytic Review. Academy of Management Journal, 29(4), 727-753. Retrieved from EBSCOhost.

10.

17