员工的参与与管理
根据某一观点，员工的参与是基于一个基础性的概念，这个概念就是普通的员工将他的劳动投入到他工作的地方，并将自己的命运绑定到这个地方，因此，他们有合法的权力去参与影响公司各个方面的政策。
然而，根据G.S.Walpole，参与管理给他们带来重要性、骄傲和成就的感觉，还给了他们自我表达的自由和机会，一种对他们的工作地的归属感和技艺与创造的感觉。它提供了集成的利益与管理，使他们联合企业的合作伙伴。
员工参与管理的形式因产业和国家而异，取决于政治体制、管理模式的关系和参与的主题或领域。员工参与的形式可能如下：一、附上协商方式 二、联合决策模型 三、 自我管理,或汽车管理方案 四、工人代表委员会。 员工应该记住，当个人在决策过程中，被提供了表达和分享的机会，他们就应该表现出主动性并承担责任。
According to one view, workers participation is based on the fundamental concept that the ordinary workers invest his labour in, and ties his fate to, his place of work and, therefore, he has a legitimate right to have a share in influencing the various aspects of company policy".
According to G.S. Walpole, participation in management gives the workers a sense of importance, pride and accomplishment; it gives him the freedom and the opportunity for self-expression; a feeling of belonging to his place of work and a sense of workmanship and creativity. It provides for the integration of his interests with those of the management and makes him a joint partners in the enterprise".
The forms of workers participation in management vary from industry to industry and country to country depending upon the political system, pattern of management relations and subject or area of participation. The forms of workers participation may be as follows:
Joint Consultation Modes
Joint Decision Model
Self Management, or Auto Management Scheme
Workers Representation on Board
It should be borne in mind that when individuals are provided with opportunities for expression and share in decision-making, they show much initiative and accept responsibility substantially. The rationale of workers' participation in management lies in that it helps in creating amongst the workers a sense of involvement in their organisatoin, a better understanding of their role in the smooth functioning of industry and provides them a means of self-realization, thereby, promoting efficiency and increased productivity.
引文---INTRODTION
Participative Management i s a sophisticated concept i n the modern managerial world, atleast in Indian Scene. Participation in the decision-making process helps to achieve greater job satisfaction on the part of the employees and hlgher production on the part of the organisation. The workers can be motivated more effectively through non-monetary Incentives than through monetary incentives. I t i s observed in recent times that participation Is one of the best non-monetary incentives I f the organisation applies the participation schemes properly, i t is believed that it w i l l be able to improve the production and productivities of the different factors of production. At the same time it serves as a motivator and satisfaction to the employees by meeting their ego needs. Participative Management is the process of involving subordinates i n the decision-making process. I t stresses active involvement of the employees. I t uses thelr expertise and creativity in solving important managerial problems. I t rests on the concept of shared authority which holds that managers share thelr managerla1 authority with their subordinates. Participative Management, "is a process of delegation of authority and responsibility in the general area of managerial functions. I t means sharing in an appropriate manner the decislonmaklng power with the lower ranks of the organisation of an enterprise Participative Management is therefore, a system or process in which workers are called upon to express their views regarding the formulation of policies and decision-making, to the management. This is nothing but a way of sati sfylng the workers' urge for self expression and creating in them a feeling of belongingness in order to get their willing co-operation for the efficient working of the organisation. The aim of this system is to make the workers feel that the organisation is their own and its success or failure, Is their own success or failure. I t would remove the feeling of alienation from the workers towards the management as well as other workers In the same industry.#p#分页标题#e#
Four processes influence participation. These processes create employee involvement as they are pushed down to the lowest levels in an organization. The farther down these processes move, the higher the level of involvement by employees. The four processes include:
Information sharing, which is concerned with keeping employees informed about the economic status of the company.
Training, which involves raising the skill levels of employees and offering development opportunities that allow them to apply new skills to make effective decisions regarding the organization as a whole.
Employee decision making, which can take many forms, from determining work schedules to deciding on budgets or processes.
Rewards, which should be tied to suggestions and ideas as well as performance.
参与性管理的优点---BENEFITS OF PARTICIPATIVE MANAGEMENT
A participative management style offers various benefits at all levels of the organization. By creating a sense of ownership in the company, participative management instils a sense of pride and motivates employees to increase productivity in order to achieve their goals. Employees who participate in the decisions of the company feel like they are a part of a team with a common goal, and find their sense of self-esteem and creative fulfilment heightened.
Managers who use a participative style find that employees are more receptive to change than in situations in which they have no voice. Changes are implemented more effectively when employees have input and make contributions to decisions. Participation keeps employees informed of upcoming events so they will be aware of potential changes. The organization can then place itself in a proactive mode instead of a reactive one, as managers are able to quickly identify areas of concern and turn to employees for solutions.
Participation helps employees gain a wider view of the organization. Through training, development opportunities, and information sharing, employees can acquire the conceptual skills needed to become effective managers or top executives. It also increases the commitment of employees to the organization and the decisions they make.
Creativity and innovation are two important benefits of participative management. By allowing a diverse group of employees to have input into decisions, the organization benefits from the synergy that comes from a wider choice of options. When all employees, instead of just managers or executives, are given the opportunity to participate, the chances are increased that a valid and unique idea will be suggested.
参与性管理的要求---REQUIREMENTS OF PARTICIPATIVE MANAGEMENT
A common misconception by managers is that participative management involves simply asking employees to participate or make suggestions. Effective programs involve more than just a suggestion box. In order for participative management to work, several issues must be resolved and several requirements must be met. First, managers must be willing to relinquish some control to their workers; managers must feel secure in their position in order for participation to be successful. Often managers do not realize that employees' respect for them will increase instead of decrease when they implement a participative management style.#p#分页标题#e#
The success of participative management depends on careful planning and a slow, phased approach. Changing employees' ideas about management takes time, as does any successful attempt at a total cultural change from a democratic or autocratic style of management to a participative style. Long-term employees may resist changes, not believing they will last. In order for participation to be effective, managers must be genuine and honest in implementing the program. Many employees will need to consistently see proof that their ideas will be accepted or at least seriously considered. The employees must be able to trust their managers and feel they are respected.
Successful participation requires managers to approach employee involvement with an open mind. They must be open to new ideas and alternatives in order for participative management to work. It is important to remember that although the manager may not agree with every idea or suggestion an employee makes, how those ideas are received is critical to the success of participative management.
Employees must also be willing to participate and share their ideas. Participative management does not work with employees who are passive or simply do not care. Many times employees do not have the skills or information necessary to make good suggestions or decisions. In this case it is important to provide them with information or training so they can make informed choices. Encouragement should be offered in order to accustom employees to the participative approach. One way to help employees engage in the decision-making process is by knowing their individual strengths and capitalizing on them. By guiding employees toward areas in which they are knowledgeable, a manager can help to ensure their success.
Before expecting employees to make valuable contributions, managers should provide them with the criteria that their input must meet. This will aid in discarding ideas or suggestions that cannot be implemented, are not feasible, or are too expensive. Managers should also give employees time to think about ideas or alternative decisions. Employees often do not do their most creative thinking on the spot.
Another important element for implementing a successful participative management style is the visible integration of employees' suggestions into the final decision or implementation. Employees need to know that they have made a contribution. Offering employees a choice in the final decision is important because it increases their commitment, motivation, and job satisfaction. Sometimes even just presenting several alternatives and allowing employees to choose from them is as effective as if they thought of the alternatives themselves. If the employees' first choice is not feasible, management might ask for an alternative rather than rejecting the employee input. When an idea or decision is not acceptable, managers should provide an explanation. If management repeatedly strikes down employee ideas without implementing them, employees will begin to distrust management, thus halting participation. The key is to build employee confidence so their ideas and decisions become more creative and sound.#p#分页标题#e#
关注点---CONCERNS
Participative management is not a magic cure for all that ails an organization. Managers should carefully weigh the pros and the cons before implementing this style of management. Managers must realize that changes will not take effect overnight and will require consistency and patience before employees will begin to see that management is serious about employee involvement. Participative management is probably the most difficult style of management to practice. It is challenging not only for managers but for employees as well.
While it is important that management allows employees to participate in decision making and encourages involvement in the organization's direction, managers must be cognizant of the potential for employees to spend more time formulating suggestions and less time completing their work. Upper-level management will not support a participative management program if they believe employees are not meeting their daily or weekly goals. Some suggestions for overcoming this potential problem are to set aside a particular time each week for workers to meet with management in order to share their ideas, or to allow them to work on their ideas during less busy times of the day or week. Another idea that works for some managers is to allow employees to set up individual appointments to discuss ideas or suggestions.
Managers should remember that participative management is not always the appropriate way to handle a given situation. Employees often respect a manager that uses his or her authority and makes decisions when it is necessary. There are times when, as a manager, it is important to be in charge, make a decision, and then accept the responsibility for the choices made. For example, participative management is probably not appropriate when disciplinary action is needed.
When managers look upon their own jobs as a privilege instead of as a responsibility, they will fail at making participative management work. They will be less willing to turn over some of the decision-making responsibility to subordinates. Another reason that participative management fails is that managers do not realize it is not the same as delegating or simply shifting responsibility. Participation alone has no value; it is only an effective tool if it is used to solve problems and meet goals. Some managers believe that inviting employees to join in meetings and form committees will create a successful participative management program. However, these measures are only successful when employees' ideas are accepted by management and implemented.
The larger the organization, the more difficult it becomes to institute a participative management style. Large organizations have more layers and levels, which complicate effective communication and make it difficult to register the opinions and suggestions of a diverse group of employees and managers. Critics argue that unions are often more effective than participative management in responding to employee needs because union efforts can cut through bureaucratic organizations more quickly.#p#分页标题#e#
Participative management programs can be threatened by office politics. Due to hidden agendas and peer pressure, employees may keep their opinions to themselves and refuse to tell a manager if they feel an idea will not work. Managers also play a part in politics when they implement participative management programs to impress their own bosses but have no intention of seeing them through.
Many companies have experienced the positive effects of participative management. Employees are more committed and experience more job satisfaction when they are allowed to participate in decision making. Organizations have reported that productivity improved significantly when managers used a participative style. Participative management is not an easy management style to implement. It presents various challenges and does not succeed overnight. Managers will be more successful if they remember that it will take time and careful planning before they will see results. Starting with small projects that encourage and reward participation is one way to get employees to believe that management is sincere and trustworthy.
