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

Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 13

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

Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall 16

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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