Abstract
Participation as a social system is a complex and dynamic product of human action. Despite certain limitations, it has great poten-tial in addressing many debilitating issues confronting organizations. Regardless of whether it is intentionally and rationally created or whether it emerges as consequence of many and sometimes fortuitous factors, participation serves a variety of values and goals and takes on different structural and operational properties in various configurations resulting in a variety of desirable outcomes. However, much depends on the prevalent culture in an organization. The study in question attempts to dig out theoretical underpinnings of participative management and its relevance for contemporary organizations by critically reviewing the existing literature.
Highlights
There has been a growing movement around the globe toward more ―Participative‖ methods of decision-making
Participative Management is a system of management whereby non-management employees are supposed to be active participants in an organization‘s decision-making process in decisions that affect their work outcomes (Collins, 1997)
Participative management has become a cliché for modern organizations
Summary
There has been a growing movement around the globe toward more ―Participative‖ methods of decision-making. Participative Management is a system of management whereby non-management employees are supposed to be active participants in an organization‘s decision-making process in decisions that affect their work outcomes (Collins, 1997). It may take different forms including formal/informal participation, representative participation (workers unions), consultative participation (Quality Circles) employee ownership (employees as stockholders), and so on. This endorsement reflects the preference of contemporary managers for the new style in today‘s increasingly competitive and turbulent world. Effectiveness of participative management by reviewing relevant literature on the subject
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