Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 1
Chapter EightChapter Eight
Participative Management Participative Management and Leading Teamsand Leading Teams
Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 2
Learning ObjectivesLearning Objectives
Understand when and why participation should be used
Explain the role of culture in the use of participative leadership
Specify the elements of effective delegation
Clarify the role of leadership in self-managed teams
Explain the principles of self-leadership
Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 3
The Continuum of The Continuum of ParticipationParticipation
Occasionaluse of teams
and employee participation
Traditional organization
Team-basedorganization
Organizational Structure
Management Control
High managementControl – No employeeParticipation
Total delegationHigh employee
Participation
Methods of Participation and Methods of Participation and ResultsResults• Methods
– Information sharing– Group decision making– Use of teams– Empowerment– Profit sharing– Stock-option plans
• Results– Clear positive impact on performance,
profitability, competitiveness, employee sat
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Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 5
Criteria for Use of Criteria for Use of ParticipationParticipation
When the task is complex and quality is important
When follower commitment is needed
When there is time
When the leader and follower are ready
When the leader and followers can easily interact
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Benefits of ParticipationBenefits of Participation
Development of followers
Better decision on complex tasks
Increase in follower motivation and commitment
Opportunity to empower followers
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DelegationDelegation Continuum: From giving a
task to employee to accomplish to resembling participative management
Benefits
Time and stress mgt tool for managers
Employee development
Increase sub. mot. and satis
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Guidelines for Good Guidelines for Good DelegationDelegation Delegate pleasant and
unpleasant tasks
Clarify goals and expectations
Delegate authority along with responsibility
Provide support
Monitor and provide feedback
Delegate to different followers
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Excuses for Not Excuses for Not DelegatingDelegating My followers are not ready
They do not not have the skills
I am uncomfortable delegating my tasks
I can do the job quicker myself
My followers are too busy
I am responsible for my followers mistakes
My own manager may think I am not working hard enough
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Characteristics of Characteristics of TeamsTeams Members are fully committed
to common goals they develop
Members are mutually accountable to one another
Members trust one another
Collaborative culture
Shared leadership based on facilitation
Synergy (as team achieve more than each individual)
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Self-Managed Teams Self-Managed Teams Power to manage their own
work
Members with different expertise and experience
No outside manager and power to implement team decisions
Coordination with other teams
Internal leadership based on facilitation
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Building TrustBuilding Trust
Trust
C
ompet
ence
an
d har
d
work
Reward cooperation
Mutual respect and support
Fairness and
equity
Inte
grity
Open
communication
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Elements of Self-Elements of Self-LeadershipLeadership
SL: process of leading people to lead themselves
Developing positive and motivating thought patterns
Personal goal setting
Observation and self-evaluation
Self-reinforcement control and monitoring
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Team Leadership RolesTeam Leadership Roles
Counsel and encourageteam members
Help team defineits goals and tasks
Help team developimplementation plan
Manage conflicts
and relationships
Observe from adistance
Clarify the team’s boundaries
Obtain necessarytraining
Continue to doreal work
Assess teamskills
Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 15
Leadership ChallengeLeadership Challenge
o Focus on guidelines for delegation
o Listen to feedback, even if unpleasant
o Tasks should be spread among followers
o Delegation to different people provides opportunity to develop followers and observe performance
o Volunteers are highly valuable; they have the motivation to do the task
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Leading Change:Leading Change:Anne SweeneyAnne Sweeney
Focus on giving her team credit
Passion for innovation
Enjoys new tasks
Find the right people and give them room
Hands-off manager
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Leadership in Action:Leadership in Action:John MackeyJohn Mackey Entirely team-based organization
Empower employees
Profit and gain-sharing
“Declaration of interdependence”
Employee happiness
Continuous learning
Internal promotions
Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 18
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