Participative management and its effects on managers and employees

By SOUFIANE LAOUAR

Participative management, as a management method, cannot be understood as a simple management technique, valuing the "creativity" of employees, stimulating the voluntary mobilization of groups, in relation to product quality and customer service. It must be approached, at the same time, as a management strategy, aiming to overcome conflicts of interest to encourage identification and attachment of staff to the company and obtain a broad consensus on priority objectives .

This type of management is part of the broader issue of employee participation in the company with the aim of improving their performance. This participation covers a variety of meanings and is achieved through mechanisms as diverse as information and consultation, staff representatives, collective bargaining, works councils, self-management, semi-autonomous teams, continuous improvement groups, and financial profit-sharing

• Language: English
• Publisher: SOUFIANE LAOUAR
• Release date: Jun 4, 2023
• ISBN: 9798223702993

SOUFIANE LAOUAR

Doctor in Management, after a long career in industry as well as business leader and manager of several construction projects of large factories, I devoted myself after my retirement to consulting, training of managers and writing books in Management and personal development

Book preview

Soufiane Laouar

Participative management and its effects on managers

and employees

Participative management is a form of management that involves employees in

decision-making

Acknowledgements

I would like to thank all the people who helped us to write this thesis. First of all, I would like to warmly thank Dr. ALIZIANE MOHAND who allowed me to benefit from his supervision. The advice he gave me, the patience and the confidence he showed me were decisive in the realization of my research work.

Finally, I address my most sincere thanks to my family: more particularly to my close relations for their moral support and their sacrifices, to my brothers, and my sister, without forgetting my friends who accompanied us, helped us, supported us and encouraged us throughout the realization of this book.

Dedication

First of all, praise be to Allah who guided me on the right path throughout the work and inspired me with the right steps and the right reflexes. Without his mercy, this work would not have been successful.

I dedicate this work to my parents, may God have mercy on their souls, as well as to my dear wife and my children, Abdelrahim, Nada, Taha and Acil who have supported me enormously throughout my studies, without forgetting my sister and my brothers.

Soufiane

Table of contents

Chapter 1 13

Chapter 2 38

Chapter 3     81

Chapter 4 63

GENERAL INTRODUCTION

GENERAL INTRODUCTION

Companies are faced with the increasingly strong aspirations of their employees for the best working conditions and safety. Thus, the company manager is called upon to efficiently manage his limited financial and human resources. The latter are crucial to the survival of the company, as the owner cannot bear the additional expenses inherent to work accidents or absenteeism, which generate a risk for the survival of the company operating in a competitive context. Therefore, the manager should preserve the human capital by improving the working conditions.

Indeed, it is necessary to adapt the tasks to the man, it is not only to remove, to reduce the negative aspects of a tiring or tedious work, but also to awaken the interest of the worker and to bring him satisfaction.

Participative management, as a management method, cannot be understood as a simple management technique, valuing the creativity of employees, stimulating the voluntary mobilization of groups, in relation to product quality and customer service. It must be approached, at the same time, as a management strategy, aiming to overcome conflicts of interest to encourage identification and attachment of staff to the company and obtain a broad consensus on priority objectives⁶ .

This type of management is part of the broader issue of employee participation in the company with the aim of improving their performance. This participation covers a variety of meanings and is achieved through mechanisms as diverse as information and consultation, staff representatives, collective bargaining, works councils, self-management, semi-autonomous teams, continuous improvement groups, and financial profit-sharing (Julien Charles,

6 BEVORT, A (2013), From Taylor to neo-management: what employee participation?, P.11

Bénédicte Zimmermann, 2013).

The source of development lies in the ability of people to cooperate across the board, to develop new working relationships. Teamwork is central. The success of operations depends on autonomous and responsible employees. Each team only produces good products or services if its members know how to work well together. Therefore, the role of the human being, especially the leader or manager, is decisive in enabling individuals, teams or groups to function at their best and to develop (Barbier R., Blondiaux L., 2013).

In this context, we speak much more about the participative leader, this style is sometimes called democratic or consultative. The key point is that the employees are involved in the decision making and voluntary participation to achieve the goal. Being participative means that managers and team members will make decisions together. This style is useful when the executive recognizes that the extension of input will result in a better decision or when participation is intended to increase commitment to the decision. The essence of leadership is therefore a complex combination of knowledge, skills and attitudes that constitute a certain form of influence on others. This capacity is different from power and authority. These are instituted and recognized by the structure. Let's remember that today the tendency in organizations is to give less and less statutory definition of responsibility. Consequently, there is a real challenge for managers to develop leadership skills² .

Indeed, the old roles of managers such as managing, controlling, transmitting directives, defining functions, proposing organizational formulas or animating these collaborators are still required; but are now insufficient. Companies are asking their managers to take on new roles such as stimulating and coordinating the skills of their employees, assigning missions, bringing out the ideas of groups and improving transversal performance. These roles characterize leadership

functions.

Beyond the roles that are recognized by the organization and its members, there is the human aspect of its relationship with people. The leader's attitude is a determining factor in the support and training of the team. Trust cannot be decreed, it must be built. The challenge is to develop the ability to create a climate of trust between oneself and others, and to develop leaders at all levels of the organization.

In any case, to ensure the proper functioning of participative management, the leader must involve his collaborators more in the functioning of the company, particularly in terms of decision-making, strengthen interpersonal links within his team and encourage their active contribution to the progress of the company.

The most difficult art is not to choose the people but to give to the people we have chosen all the values they may have. Participative management is a form of management that involves employees in decision-making and

Reviews for Participative management and its effects on managers and employees

[sofiane Laouar · Rating: 4 out of 5 stars]

excellent book with a lot of informations as a support to managers