Participative Management: analysis and literature review of a 1930's theory -- Does it still have relevance 21st century management
What are the strengths and weaknesses of this theory?
One of the strengths of the theory of participative management is that it enables organizations to eliminate unneccaary and costly layers of managerial bureaucracy. Through deploying the concept of team leadership and work teams, it can empower employees to make immediate, practical decisions rather than relying upon management. Thus, it creates a leaner managerial structure and a greater sense of loyalty to the organization when employees can be responsible for everything from hiring, firing, corrective action, budgeting, education and performance appraisals. Work teams are encouraged, with participative management, to "set goals that are congruent with those of the organization and develop goal implementation strategies." (Warner, 1998)
But particpatory management is not beloved by all management theorists. "The author of a book published in 1957 pointed out that employees for the most part have few needs related to greater productivity. He said this might explain why production increases more under directive than under participative leadership." (Taylor, 1986) Robert Lear of The Chief Executive (1992) peer-reviewed journal contends that participative management attempts have stimied productivity. Writing of the previous decade's infatuation with Japanese management theory, he notes "later in 1984, an extensive analysis of research data comparing participative management and productivity in Germany, Japan, and the United States found little evidence that a participative style resulted in any productivity increase -- at least in the United States." Participatory management may be culturally bound and more sucessful in nations such as Japan, with a high loyalty ethic to the collective. Moreover, when "dictatorial, hierarchical management is out," and managers coordinate rather than make decisions, "our companies have a whole wave of young managers who were raised permissively by their parents and went to progressive schools. They are only criticized occasionally and, certainly, never overruled. (Lear, 1992)
What research...
Annotated Literature Review Carlitz, R. (2013). Improving transparency and accountability in the budget process: An assessment of recent initiatives. Development Policy Review, 31(1), S49-S67. The author of this article is a political science professor at the University of California, an exemplification of his mastery and knowledge of the subject. The article emphasizes the importance of transparency and accountability in the budget process. With reference to empirical literature, the author points out that
Previously the element of interest and personal motivation were found missing, the technical capabilities of the employees have never been a matter of debate, however the personal and mental capacities and limitations are either ignored or not respected which resulted in the poor performance of the organization. Apparently, the rise in the demands pertaining to the particpation of the employees and the industrial democracy has also distorted the professional
76). As automation increasingly assumes the more mundane and routine aspects of work of all types, Drucker was visionary in his assessment of how decisions would be made in the years to come. "In the future," said Drucker, "it was possible that all employment would be managerial in nature, and we would then have progressed from a society of labor to a society of management" (Witzel, p. 76). The
The coercive style: decisions are made top-down with little emphasis on individual ideas; it is best used in situations of crisis, but in the long run, it negatively affects the employees' morale levels The authoritative style: sets clear goals and directions; rewards based on performances; individuality; it is stimulating for the dedicated employees; does not work if the manager is too demanding or when the employees work in teams The affiliative style:
Integrating Total Quality Environmental Management Systems - a Critical Study of TQEM Relevance of TQM to Environmental Management Scope of Dissertation Moving from Reactive to Proactive Management Understanding TQM in Relation to TQEM History of TQM Operation of TQM Quality and Environmental Management Standards Environmental Management Systems Weaknesses of EMS Standards Total Quality Environmental Management Comparing ISO 9000 and ISO 14000 Integrating the ISO 14000 Environmental Management System Demographics Impact of certification on economic and ecological performances Research Design and Nature Integrating a Sustainable EMS with
Leadership in Local Small Businesses • General Topic and Purpose of Your Study This research proposal will focus on three to five small organizations in the local community and the types of leadership that can be found within those organizations. The first step will to compile a list of leadership models that would most likely to be found within these organizations and then develop a questionnaire or interview process to see
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