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Management roles in the implementation of participative management systems
Author(s) -
Fisher K. Kim
Publication year - 1986
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.3930250309
Subject(s) - facilitator , enabling , participatory management , work (physics) , human resource management , maturity (psychological) , knowledge management , productivity , business , process management , public relations , management , political science , psychology , computer science , engineering , law , mechanical engineering , economics , psychotherapist , macroeconomics
Although participative management supposedly cures the ills of low morale and productivity, managers in these organizations are often frustrated with their jobs. Part of this frustration may come from not understanding their changing roles in participative work systems. In this paper I introduce a model of the cycle of participative management which outlines the stages of organization maturity and the appropriate management roles for each stage. I also discuss how the manager acts as a Leader, Facilitator, Enabler, and Coach. My purpose is to help Human Resource Managers understand how management roles will change as the organization evolves to a mature participative work system and to show how they can support this challenging transformation.