MSG Team's other articles

11893 What is Social Business ?

Social business is a business that is aimed at addressing a social cause. The investment made by the investors is entirely with a vision of contributing to the social welfare and not profit entirely. The investor may however get back his money after a certain time and cover all the operational costs of the organisation. […]

9252 Experiential Training Methods

Experiential training is a whole body of training methods that are used to develop behavioural skills and physical abilities. Role playing, equipment simulations, games, on the job training (OJT), behaviour modelling, case analysis and computer based training are some of the experiential learning methods that can be used to deliver a training session. Experiential learning […]

12351 Approaches to Job Design

Job design is the next step after job analysis that aims at outlining, and organizing tasks and responsibilities associated with a certain job. It integrates job responsibilities and qualifications or skills that are required to perform the same. There are various methods or approaches to do this. The important ones are discussed below Human Approach […]

9431 Gathering Recommendations and Getting Endorsed

First and foremost, we need to understand these terms like endorsements and recommendations in the wide world of LinkedIn. To know the difference between the two, it is essential to know them first. Endorsement While creating or updating your profile on LinkedIn, you have the option of listing out your skills which talks about your […]

10997 Return on Investment for Talent Management

World over organizations are concerned about the return on investment (ROI) of talent management. Those who are investing money into the same are searching for efficient means to calculate their ROI. This problem is not unique to talent management only; training and development for example suffers from the same drawback to a certain extent. Fortunately […]

Search with tags

  • No tags available.

Participative management is an effective decision making tool. It is often the managers who implement it the wrong way.

Participative management calls for a change and this change can not come overnight. You require patience and consistency before employees realize the usefulness of the management style.

There are other problems that often arise with the managers. The problems may arise because of the following:

  1. Managers often view it as the ends and not as a tool.
  2. There is confusion if whether participative management means democratization.
  3. Managers sometimes manipulate the process for their own advantage.

Participative Management may fail because of the following reasons:

  • Resistance to Change: Participative Management calls for a change in the entire organizational culture. Older employees specially resist change and do not welcome it. They take it as a device to curtail their powers. Training is also not welcome.

  • Workers tendency to deviate: Managers must be aware of the tendency of the workers to try spending more time formulating strategies than focus on job in hand. This needs to taken care of. Again top level management may not support this style if they find existent inefficiencies.

  • One stop Solution: Participative management can not always be a one stop solution for every problem. Often the manager needs to delegate or take a decision on his own without consulting or seeking others advice. For example, cases where disciplinary action is needed do not qualify for participative management.

  • Size of the Organization: This style of management can be more difficult to implement in organizations that are big in size. Big size means that there are large numbers of management layers. This often makes registering opinions and suggestions difficult. More difficult can be the implementation of the same.

  • Abuse of Authority: Managers sometimes look upon their own jobs as a license instead as a responsibility. They are unwilling to give away some authority to their subordinate which slows down and chokes the process of decision making. Often such managers complain of being overburdened with responsibilities. This fails the idea of participative management.

  • Misunderstanding Participation: This is yet another reason for failure of participative management. Managers sometimes fail to understand that participative management is not the same as delegating or distributing responsibility. They fail to realize that participative style also involves considering the suggestions and recommendations of employees with respect and dignity.

Participation is isolation can be of no use to the organization. It is a mere wastage of time and resources then. Most of the organizations view it an end per se and not a mere tool. Once this happens then participation can be used as an effective tool to problem solving.

Article Written by

MSG Team

An insightful writer passionate about sharing expertise, trends, and tips, dedicated to inspiring and informing readers through engaging and thoughtful content.

Leave a reply

Your email address will not be published. Required fields are marked *

Related Articles

Benefits of Participative Management

MSG Team

Scope of Participative Management

MSG Team

Pre-requisites of Participative Management

MSG Team