Following the crisis of the Taylorist system and the advent of the new challenges of competitiveness (quality), the interest in participative management has grown. Today, a successful business must be able to motivate its employees to respond as accurately and as quickly as possible to varied and unpredictable requests of its customers in order to satisfy the ‘subjective' desires of these increasingly diverse customers and that too under highly competitive conditions.
In this context, companies have adopted a new form of management: participative management.
[...] Today, nearly 50 executives and 60 supervisors are practicing participative management. The results are obvious: the time spent in meetings has decreased by half, and the implementation of decisions is much easier.' Flichy Etienne, CEO of a company of 70 employees leader must be the first to challenge! I organized a poll in 1996 and showed my employees do not communicate and/or delegate well. Then, I divided the production department into procurements and logistics and set up a ‘participative management' system for these departments. [...]
[...] Therefore, participative management proved to be beneficial to the company. Its implementation depends not just on the will of a leader; this is a collective decision, and therefore, it is perhaps at this level that the first problems appear.' III. Limits of participatory management Despite many advantages to the company and the employees, participative management has limitations, particularly in terms of its implementation. Participation takes time and can be costly to the company The involvement of all employees of the company to solve a problem, for example, may be unnecessary and costly to the organization because the resources that are mobilized do not necessarily hold the relevant information and/or interest for solving this problem. [...]
[...] Therefore, participative management can be difficult to implement in a business, and its use is not the most appropriate in all cases. Its effectiveness depends mainly on the staff involvement and communication. IV. Quantified limits Participative management is not ideal in all cases. Indeed, this style of management is absent in some companies because of the reasons given in the following tables: Reasons for the lack of participatory management Key Idea Frequency Lack of knowledge and/or ability of the leaders in this area Refusal to give up (or fear of losing) power and authority Structural inertia Defects in information and Communication The total is >100% because multiple answers are possible. [...]
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