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Management - Vikhanskiy OS

3.4. The concept of participatory management

A person in an organization manifests itself not only as an executor of a particular job or a specific function. He shows interest in how his work is organized, in what conditions he works, in how his work affects the activities of the organization. That is, he has a natural desire to participate in the ongoing processes in the organization, which are related to his activities in the organization, but at the same time go beyond his competence, beyond the work he performs and the tasks that he performs.

The concept of participatory management proceeds from the premise that if a person in an organization takes an interest in various intra-organizational activities, then he thereby receives satisfaction from it, works with greater efficiency, better, more qualitatively and efficiently. First, it is considered that participatory management, by opening to the employee access to making decisions on issues related to his functioning in the organization, motivates a person to do his work better. Secondly, participatory management not only contributes to the fact that the employee copes better with his work, but also leads to greater returns, greater contribution of the individual worker to the life of the organization, i.e. There is a fuller use of the potential of the human resources of the organization.

If one can say about the first aspect of the influence of participatory management on a person that he directly relates to the process of motivating a person for the best performance of his work, the second aspect essentially goes beyond the motivational aspect of using the human potential of the organization. Initially, the dissemination of participatory management was associated only with improving the motivation of employees. Recently, participatory management is increasingly associated with improving the utilization of the entire human resources potential of the organization. Therefore, the concept of participatory management can no longer be associated only with the process of motivation, but should be considered as one of the general approaches to managing a person in an organization.

Partisipative management can be implemented in the following areas. First, employees are given the right to make decisions on how to carry out their activities independently. Independence can concern, for example, aspects of their activities, such as the mode of work or the choice of means of carrying out work. Secondly, workers can be involved in making decisions about the work they do. In this case, the manager consults with the employee about what to do and how to perform the tasks assigned to him. That is, in other words, the employee is involved in setting goals that he has to achieve, identifying tasks that he will have to solve. Thirdly, employees are given the right to control the quality and quantity of their work and, accordingly, the responsibility for the final result is established. Fourthly, participatory management presupposes a broad participation of workers in rationalization activities, in the making of proposals to improve their own work and the work of the organization as a whole, as well as its individual units. Fifth, the possible direction of the implementation of participatory management is the provision of workers with the right to form working groups of those members of the organization with whom they would like to work together. In this case, it is given the right to make a decision not only about the member's own work, but also about who to cooperate with in the group activities.

In real practice, all these areas of implementation of participatory management are usually used in a certain combination, as they are very closely related to one another and complement each other very well. Moreover, it is in combination with each other that these separate directions can effectively manifest themselves, and it is precisely certain established combinations of these directions that are used as concrete forms of participatory management. The most obvious example of this is the circles of quality widely used in the management of Japanese firms.

The ideas of participatory governance can be correlated with the ideas of motivation theories, based on the analysis of human needs. Participation in decision-making, in setting goals and in their subsequent implementation contributes to meeting the need for achievement. Similarly, broader participation in resolving the issues of life of the organization contributes to meeting the needs for self-realization and self-affirmation. There is a certain connection between participative management and the theory of expectation, as participation in decision making makes it more real and clear for the employee what to expect as a result of his activity and what can be a reward for his activity.