Abstract This paper attempts to illustrate the effectiveness and importance of participativemanagement in a brokerage firm. The paper begins with an overview of participativemanagement. Next, on the basis of this overview, a discussion is offered as to how management can utilize skills based on participativemanagement in order to maximize the efficiency of the team. The discussion also covers strategies that can be implemented to incorporate participativemanagement into management's daily routine. Finally, a discussion is provided as to why participativemanagement is so important for the success of the team and the larger organization.
From the Paper "A number of factors have been identified as influential in helping to insure that positive outcomes occur when participative management is used. Hermel (1990) emphasized that characteristics associated with the organization may either operate to help facilitate or restrain efforts to use participative management. First, the organizational environment must be one that is supportive of efforts to implement the model. Secondly, the culture of the organization must be such that participative management can be blended with strategy to bring about desired outcomes."
Abstract This paper discusses participativemanagement style. It explains the philosophy and origins of this style of management and examines why there is a growing interest among organizations and businesses in participativemanagement. The paper defines the advantages of participativemanagement and concludes, based on the author's own experiences, that it is the best way to promote the type of productive management style required for a successful company.
From the Paper "Today's international world of business is too complex and competitive for an authoritative approach to management. In order to succeed, companies need the support and expertise of its employees. Businesses are being redesigned to be flatter, so that decisions are made by people close to the action. A more loosely created organizational structure can quickly adapt to changing business conditions and current projects. Overall, this belief in employee involvement is called participative management. It has been discussed and implemented for many years by scores of corporations, since empowered employees will feel better about their jobs and be more productive."
Abstract The writer discusses how he currently works in a busy environment managing 15 other managers. The writer examines his beliefs on management, stating that participativemanagement is vital for realizing goals and encouraging employees to remain motivated and committed to the organization. The paper analyzes readings, which support the role of participativemanagement in team-oriented communities. The writer proposes that through interactive and proactive management, leaders can realize greater profits and less turn over in the organization.
Outline:
Introduction
Analysis of Work Environment
Conclusions/Recommendations
References
From the Paper "New models of organizational behavior suggest managers can break with old concepts of management and introduce more positive concepts to employees through participative management. By creating a more positive workplace, employees are more likely to excel and report self-motivation on and off the job. Employees are also more likely to view their abilities or self as capable and their work as influential and creative (Kreitner & Kinicki, 2004)."
Abstract This paper looks at management by objectives, a part of the body of participativemanagement theory. It provides a brief history of the theory and shows how developments in participativemanagement techniques have lead to a greater emphasis on a relationships-orientation for managers, as opposed to the more traditional task orientation. It shows how the essence of any form of participativemanagement is that the decision making process is not authoritarian and how management by objectives is primarily, a system of management that is designed to bring about the participation of all, or almost all, of the managers of an organization in the major decision processes of the organization. It also analyzes the advantages and disadvantages associated with group decision-making.
From the Paper "Brady (1973) said that, within a system of management-by-objectives, there is an explicit attempt to state publicly the basic goals and quantifiable objectives of the organization. Priorities are then established for these goals and objectives, which are used as guides for allocating the organization's resources during the time for which the organizational goals apply. These goals and objectives also give the organization a yardstick against which the success of the year's activities may be measured. Thus, management-by-objectives involves the joint setting of organizational objectives by superior and subordinate, the monitoring of these objectives during the time period for which they are established, and a performance appraisal within the framework of the established objectives (Davis, 1999)."
Abstract The tone of this paper will be a mix of formal and first person. An attempt will be made to justify my position by first focusing on how the present scenario stands with regards to such participation, what are the causes that underlie it, and what makes the issue a problematic one for both employers and employees.
Abstract This paper explains that unfair labor practices happen when management crosses the invisible line with an employee on any issue protected by federal from smoking policies to non-compliance with hiring laws. The author relates that the key-deciding factor of the Electromation Case was the employee groups which emerged as a result of management style promoting total quality management or TQM. The case did not put an end to all employee participation programs but established the criteria against which all EPPs must be judged when an unlawful employer domination charge is filed, limiting what these groups can discuss. The paper concludes that, in today's business world, it can be argued that the American management system holds all the power because most of today's workforce is "at-will" and can be terminated at any time.
Table of Contents
Introduction
Unfair Labor Practices
The Electromation Case
Management Involvement
Conclusion
From the Paper "Electromation, Inc. is a small company of 200 employees, located in Elkhart, Indiana. The company engages in the manufacture of electrical components and related products. The employees were not represented by a labor organization at the time of legal proceedings. In late 1988 the company concluded it was having financial troubles. In order to cut expenses, the company decided to "alter the existing employee attendance bonus policy and, in lieu of a wage increase for 1989, distributed year-end lump-sum payments based on length of service." After these changes were announced, the company understood the employees were dissatisfied with the arrangement. In January 1989, the company received a signed petition from 68 employees that covered their displeasure over the Attendance policy. From here, meetings were set-up between the employer and the employees to discuss this issue. Later five-action committees were set-up out of this first meeting as a forum for employees to discuss work place issues. However, the issues discussed included issues of labor like wages, hours and benefits as well as something as simple as lunch break."
Abstract The paper discusses the fundamental change of societal values that New Public Management (NPM) is seeking to institutionalize and the structural changes which have made democratic politics more difficult for the general populace. The paper reveals that many of the reforms introduced by New Public Management initiatives have not had the intended outcomes and the participation under this model of governance does not encompass real and genuine public involvement and decision making. The paper concludes, therefore, that many of the reforms introduced by the New Public Management initiative do not genuinely strengthen democracy.
Outline:
Introduction
Review and Discussion
Conclusion
From the Paper "According to King, Feltey, and Susel (1998), there has been an increasing amount of attention given to the appropriate role of the public component of public administration in recent years, but the issue about the role of citizens in a democratic republic is as old as the debates that characterized the Constitutional Convention in 1787. In this regard, Black's Law Dictionary (1990) defines the important role of "citizen" as being, "One who, under the Constitution and laws of the United States, is a member of the political community, owing allegiance and being entitled to the enjoyment of full civil rights" (244). In fact, the Founding Fathers carefully considered the proper role of the average citizen in the new democratic experiment upon which they were embarking, with many of the Convention delegates suggesting that the masses could not be entrusted with the heavy responsibilities that were to go hand-in-hand with citizenship in a democratic republic (Hall 366)."
Abstract This paper identifies and incorporates principles of leadership strategies that have been shown to be most effective for increasing organizational productivity among employees. It first analyzes whether employees are more productive when leaders use authoritarian, participative or delegative leadership styles. It then analyzes these respective leadership styles, organizational productivity and employee morale to identify the leadership style that is deemed most effective by a preponderance of the findings for increasing employee productivity. The paper contains tables.
Table of Contents:
Abstract
Overview of KAM 6
Overview
PPPA 8612 Classical and Emerging Paradigms of Leadership
Breadth Component
Breadth Objectives
Review and Analysis
Background and Overview
Authoritarian Leadership
Participative Leadership
Delegative leadership
Discussion
Conclusion
From the Paper "Although some of the successful leaders studied by Dunn and Brasco clearly favored specific leadership styles the majority of the time, most leaders appeared to affect different leadership strategies at different times depending on changing circumstances. In fact, at least 80 percent of the supervisors interviewed by Dunn and Brasco, for example, reported they specifically chose the program their organizations adopted in what was an autocratic style of leadership; other cases involved a laissez-faire leadership style. Research by Lewin showed that laissez-faire, an abdicating style of leadership, was simply not effective as a rule though (Burke, 2002). Furthermore, some of the leaders studied by Dunn and Brasco employed a benevolent despot style of leadership, but when these same leaders were personally committed to a specific program, some reported working alongside their staff in a participative style of leadership (Dunn & Brasco)."
Abstract The paper shows that the real challenge of organizational behavior and development lies in the opportunity to manage uncertainty, change, conflict, and other complexities of organizational life. It discusses that the manager has a number of tools available to achieve this. This paper will look at some of tools and how they can be used to manage organizational life. It covers: Contingency Approach, Process Theory, Systems Theory, ParticipativeManagement and Building Effective Groups.
From the Paper "One of the most important factors in successfully making changes is having members from key departments cooperating on the changes (Daft 398). The task force best allows this to occur. Employee commitment towards the new activities is also vital to their success. Employee commitment is increased in a task force since employees are more empowered and hence motivated. It is said that while the task force structure can be cumbersome, it is the most effective and creates the changes both effectively and efficiently (Chambers 169).
Flexibility and adaptability are also vital for uncertain times and the team structures provide this flexibility as workers become more multi-skilled. "
Tags: motivational, Maslow?s, hierarchy, of, needs, ERG, Expectancy, theory
Abstract This paper examines how the company International Yarns implemented a team program in the mid-1990s, but did so without formally training their employees (who constituted the teams) or the managers (who served as team leaders). It evaluates how the company is now looking for ways to improve the performance of its teams while enthusiasm for the concept continues to be relatively high. It analyzes through a literature review, how teams can increase productivity and improve employee morale, and self-managed teams can be particularly successful in this regard. However, teams pass through various stages of development during which they experience varying levels of productivity. If teams are not able to pass to an advanced stage, mistrust and lack of faith in the team process can result in problems and may even hamper the company's performance.
Outline
Abstract
Introduction
Purpose
Setting of the Problem
Why the Topic is Important
Background Information
Literature Review
Benefits
Why Teamwork Is Effective
Team Design and Organization
Stages of Teamwork Development
Limitations of Literature Review
Option Selection
Alternatives
Applied Design Intervention
Grant Proposal
Alternative Option
Option Selection
Description of the Intervention
Summary of the Problem
Objective One
Objective Two
Description of the Intervention
Evaluation Plan
Summary of Results
Introduction
Objective One
Objective Two
Conclusion and Recommendations
Introduction
Conclusions
Policy Recommendations
Recommendations for Further Research
From the Paper "A study conducted by the American Society for Training and Development interviewed 230 human resources directors about teamwork results (Montebello and Buzzotta, 1993, p. 59). The survey found that productivity improved in 77 percent of the respondents' companies after a team approach was implemented. Quality improvements due to teamwork were reported in 72 percent of the companies. Waste was reduced in 55 percent of the companies included in the survey. Job satisfaction improved in 65 percent of the companies, and customer satisfaction improved in 57 percent of the companies. Additional benefits cited by those responding to the survey included more efficient production scheduling, improved production goal setting and increased ability of team members to resolve their own disputes. With these types of benefits to be gained by implementing a team approach, companies are increasingly turning to this type of management in today's highly competitive environment."
Abstract The following paper examines total quality management and its salutary effect upon human resources departments. The writer proposes that, because the TQM system places such emphasis upon employee participation and feed-back in the pursuit of collective excellence, those who groom and select employees for various positions assume a guiding role in the directional strategies of the company.
From the Paper "As the business world has grown progressively more competitive and sophisticated, the need to harness all of a company's latent energies and capabilities has never been more urgent. The following paper will examine how total quality management allows human resource managers to play a more strategic role in the organization. Total quality management (TQM), because of its insistence upon excellence, it compels a holistic approach to business operations that fairly demands the close integration of human resources and corporate decision-making; because of the acute demand for employees who are appropriately socialized and skilled, it also provides perhaps unexpected opportunities for human resources management to influence directional policies. As a result, TQM is one of the reasons why human resources departments are boldly leading major corporations into the new century."
Abstract This paper's focus is on the motivational process in an organization; the different leadership styles that an organization can operate under, and how these styles affect the organizational commitment, and ultimately the productivity of an organization. The paper includes graphs and charts which demonstrate the various methods employed by managers. The paper examines a system of leadership measurement which is broken down into the following three categories.
1)Transformational leaders are those who guide followers in the direction of established goals by clarifying role and task requirements.
2)Transactional leaders hold a view of their tasks as a transactional process whereby leaders respond to subordinates' basic lower level and security needs.
3)Laissez-Faire Leaders exercise little control over his / her group, leaving them to sort out their roles and tackle their work, without participating in this process himself.
From the Paper "This motivational responsibility for managing and motivating the organizations staff is measured on two scales simultaneously. The everyday, black and white measurement of "how many widgets did the company produce today" is the final measurement of an organization's effectiveness. But arriving at that goal involves the second measurement of how satisfied, committed and productive its people are. By executing the correct motivational action, an organization can essentially operate smoothly and efficiently. However, a mistaken used of motivation in an organization can lead to a much different outcome."
Abstract From the perspective of a registered principal at a leading brokerage firm, this paper explains what is required in order to effectively take charge of the firm's customers and oversee operations processes. Some of the requirements discussed are implementation strategies, awareness of the tasks and activities performed in the organization, supplying proper service to customers, and an awareness of the needs of the employees. In discussing these aspects, the paper promotes a more participative style of leadership over a dictatorial style as a key to successful management..
From the Paper "The first step in managing any organization is to know how to implement the strategies that the management wishes to implement. If these are implemented according to plan then the management knows exactly which direction the organization is going in. For this to take place there has to be an unlimited amount of coordination that helps to bring in news of advantages and disadvantages that the organization may be at."
Tags: functioning, managing, operations, overseer, supervise, organized, service
Abstract This paper presents a detailed examination of the methodological strengths and drawbacks of participation observation. The writer uses examples to introduce the link between ethnography and participant observation. In addition, several practical issues including gaining access to and being accepted by the group are highlighted.
From the Paper "Many of the things we now know about life were derived from research that was done to discover the answers. The things we like, the products we purchase, the way therapy is handled, and thousands of other decisions are made in part because research determined what would be best or what we want most. Research is the cornerstone of civilized society and there are many approaches that can be used."
