Participatory management

The participatory management model or at least techniques for systematically sharing authority emphasize concerns with the delegation of decision making authority to employees. Participatory management has cut across many disciplines such as public administration, urban planning, and public policy making. In theory, the model does much more than recognize that employees ought to be able to recommend changes or course of action, but rather reflect a belief that authority should be transferred to and shared with employees.[3] The belief in this theory stems from understanding what the culture of an organization or institution represents. Conceptually, organizational culture is thought to represent a symbolic and ideal system composed of values and norms implemented by its founders, then shared and reflected to influence behavior of its members or employees in the institution. The culture of the organization or institution is in turn used to guide the meaning of the organization's work.[4]

There are certain institutions that successfully participate in organizational structures specific to hierarchical management models, thereby configuring power distribution, authority, communication and decision making. In an Organizational Structure, or Classical Management, employees do not participate in the decision making process. Employees receive, interpret and carry out orders after the decisions are made by administrators.[5] Participatory management is a shift in the management paradigm from a top-down approach to a more self-facilitated and self-sustained approach. Employees are given the freedom and responsibility, accompanied by all the necessary tools needed to delegate decision making, authority and evaluations of existing and foreseeable/unforeseeable problems.[6] One tool in participatory management is implementing a Contingency Theory approach. This theoretical approach acknowledges that every problem is different, therefore every problem requires different approaches and solutions.Principles of participatory management consist of fundamental ideas that seek to empower and enhance the employee's understanding of problems as to explore and generate the greatest potential solutions embodying the ideals of democratic inclusion and participation.[4]

Shifting the paradigm from classical management to participatory management requires a collaborative consensus as an organization or institution with communication, inclusion, transparency and development. Creating and sustaining an adaptive capacity for ongoing problem solving with an emphasis on social and transformative learning through trust, sustained engagement, and relationship development are important factors when contributing to the overall success or failure of participatory management.[6] Fostering a comfortable environment for employees by creating transparency and building new relationships support broad participation in ongoing planning, implementation, and evaluations which sustains diverse participation in managing expectations and actions with a collective understanding of goals and outcomes.[5]

When implementing this theory, the only thing for certain is uncertainty. Managing uncertainty must be conceptually addressed to reduce conflict. Conflict can stem from problems caused by misinterpretation, or lack of clarity when it comes to communication or questions concerning values, relationships, and goals.[4]

Deliberative, collaborative, and consensus based approaches facilitate transformative learning as it includes an array of diverse perspectives to optimize learning outcomes through the interaction of values, interests, and worldviews also known as, collaborative science or collaborative method of consensus.[7] Incorporating this approach to participatory management facilitates shared learning and makes the institution and team development stronger, through the contribution of individuals. Communicating values, creating a safe and comfortable environment along with a genuine and concerted effort should be at the foundation of an organization or institution aiming to implement participatory management as a successful tool.

Participatory management may lead to increased productivity, motivation, job satisfaction and quality enhancement, however, it may also slow down the process of decision making and act as a potential security threat by providing access to valuable information to fellow employees. This section will discuss the effects Participatory Management had at the NATURA 2000 forest sites in Greece and the pros and cons participatory management has on productivity in the workplace.

In a study concerning the effectiveness of a participatory management framework in Protected Areas (PAs) in which are located in areas with strong state-based environmental management, the study states, "From an environmental perspective, there is evidence that involvement of a community in the management of a PA can result to a more effective management of biodiversity" (e.g. Blomley et al., 2008). This is mainly because participatory management frameworks promote sustainable management practices (Berkes et al., 2003). From a socio-economic perspective, a major benefit is the increase of social acceptability levels for specific protection frameworks (Stoll-Kleemann and Welp, 2008). Furthermore, the application of 'softer' and participatory management tools may assist in local economic development through, for example, eco-tourism activities and minimization of social conflicts (Misra and Kant, 2004, Chowdhury and Koike, 2010, Nuggehalli and Prokopy, 2009, Nayak and Berkes, 2008, Sandstrom and Widmark, 2007, Matose, 2006 and Jones et al., 2012a). In addition, participatory management allows the use of local values and knowledge for the management of a specific area of high biodiversity value in combination with scientific information (Berkes, 2004).[8]"

In summary, the study states, participatory management may result in a more effective management framework. Participatory Management may contribute to a more productive environment by:

• Promoting sustainable management practices.[8]
• Increasing social acceptability levels.[8]
• Minimizing social conflicts, for example: eliminating competition.[8]
• Allowing the use of local values and knowledge to be utilized during management.[8]
• Greater job satisfaction which in turn increases productivity
• Reduced costs through increased efficiency and a lesser need for supervision and delegation.
• Participatory Management can lead to the empowerment of employees which in turn could lead to employees taking more risks. These risks can be successful or harmful to the project's productivity level.[9]

Harms participatory management can have on productivity levels:

• Creativity and innovation may lead to harmful risks which can then render the project's productivity level to fail.
• Participatory management may lead to individual empowerment; which in turn can lead to egotism / arrogance. Egotism / arrogance can result in problems for the supervisors and managers; they can have problems delegating their employees, thus resulting in poor productivity.
• Individual empowerment may lead to decreased productivity on account of different opinions and cultures clashing.[9]

Participatory management can have negative and positive effects on individuals in the workplace. In order for participatory management to have a positive effect, there must be "trust in institutions, social trust and social networks". "Trust in institutions influences communities' perceptions".[8] When there is a high level of trust among a community, "citizens tend to be more positive towards collaborative management frameworks".[8] Social networks are important for the flow of information because it influences the level of participation in management frameworks, the level of awareness in a community and also environmentally responsible behaviors.[8]

Employee perceptions in the workplace may create an atmosphere in which an individual feels the freedom to use their creativity and unique skills. Workers may welcome this freedom to increase motivation and develop a deeper liking towards their job. If individuals feel a deeper connection with their job, it is thought that individuals will then ultimately take more pride in their work. Participatory management can have a positive perception on some, while on others it could lead to egotistic behaviors, and ultimately disrupt the group's cohesiveness.[9]

Positive effects participatory management has that can lead to positive employee perceptions:

• Employees may have greater job satisfaction and motivation towards their job
• Employees are given the opportunity to use their creativity and innovation which in turn can lead to increased happiness and independence
• Employees have more independence therefore may take more responsibility and pride in their work.
• Employees feel like an integral component towards the organization and therefore have more pride, motivation, and incentive to fulfill the project.[8][9]

Negative effects participatory management has that can lead to negative employee perceptions:

• Individuals develop egotism / arrogance, therefore making a tense environment among the other workers.
• Egotism / arrogance among workers can lead to supervisors obtaining disgust towards their egotistic employees.[8][9]