Participative Management and Leading Teams Chapter Eight Participative Management and Leading Teams Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Learning Objectives Understand when and why participation should be used Explain the role of culture in the use of participative leadership Specify the elements of effective delegation Clarify the role of leadership in self-managed teams Explain the principles of self-leadership Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

The Continuum of Participation Organizational Structure Traditional organization Team-based organization Occasional use of teams and employee participation High management Control – No employee Participation Total delegation High employee Participation Management Control Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Methods of Participation and Results Information sharing Group decision making Use of teams Empowerment Profit sharing Stock-option plans Results Clear positive impact on performance, profitability, competitiveness, employee sat Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Criteria for Use of Participation When the task is complex and quality is important When follower commitment is needed When there is time When the leader and follower are ready When the leader and followers can easily interact Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Benefits of Participation Development of followers Better decision on complex tasks Increase in follower motivation and commitment Opportunity to empower followers Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Delegation Continuum: From giving a task to employee to accomplish to resembling participative management Benefits Time and stress mgt tool for managers Employee development Increase sub. mot. and satis Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Guidelines for Good Delegation Delegate pleasant and unpleasant tasks Clarify goals and expectations Delegate authority along with responsibility Provide support Monitor and provide feedback Delegate to different followers Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Excuses for Not Delegating My followers are not ready They do not not have the skills I am uncomfortable delegating my tasks I can do the job quicker myself My followers are too busy I am responsible for my followers mistakes My own manager may think I am not working hard enough Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Characteristics of Teams Members are fully committed to common goals they develop Members are mutually accountable to one another Members trust one another Collaborative culture Shared leadership based on facilitation Synergy (as team achieve more than each individual) Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Self-Managed Teams Power to manage their own work Members with different expertise and experience No outside manager and power to implement team decisions Coordination with other teams Internal leadership based on facilitation Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Building Trust communication Open Integrity Reward Mutual respect cooperation Mutual respect and support Trust Competence and hard work Fairness and equity Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Elements of Self-Leadership SL: process of leading people to lead themselves Developing positive and motivating thought patterns Personal goal setting Observation and self-evaluation Self-reinforcement control and monitoring Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Team Leadership Roles Team Leader Help team develop implementation plan Continue to do real work Obtain necessary training Team Leader Clarify the team’s boundaries Observe from a distance Counsel and encourage team members Help team define its goals and tasks Assess team skills Manage conflicts and relationships Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Leadership Challenge Focus on guidelines for delegation Listen to feedback, even if unpleasant Tasks should be spread among followers Delegation to different people provides opportunity to develop followers and observe performance Volunteers are highly valuable; they have the motivation to do the task Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Leading Change: Anne Sweeney Focus on giving her team credit Passion for innovation Enjoys new tasks Find the right people and give them room Hands-off manager Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Leadership in Action: John Mackey Entirely team-based organization Empower employees Profit and gain-sharing “Declaration of interdependence” Employee happiness Continuous learning Internal promotions Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2009 Pearson Education, Inc.  Publishing as Prentice Hall Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall