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The Determinants of Participatory Management
British Journal of Industrial Relations, 1991AbstractThis paper analyses self‐reported participatory management data from a survey of over 900 private‐sector employees in Australia and New Zealand. We test for causal linkages between employee desires for participation, while distinguishing between participation at the shop‐floor and at higher managerial levels.
Robert Drago, Mark Wooden
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Participatory planning and management
New Directions for Community Colleges, 1973AbstractEfficient management is necessary; it is also a painful process, but when all members of the institution participate, they can gain understanding and improve the overall success of the college.
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Participatory risk management: concept and illustration
International Journal of Social Computing and Cyber-Physical Systems, 2012This paper introduces the concept of participatory risk management (PRM), the outsourcing of parts of the risk management process to a wide audience of participants, whether from communities affected by risk or netizens willing to lend a helping (analytic) hand.
Miao Jiang, William L. McGill, Yan Cao
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Participatory knowledge-management design: A semiotic approach
Journal of Visual Languages & Computing, 2012The aim of this paper is to present a design strategy for collaborative knowledge-management systems based on a semiotic approach. The contents and structure of experts' knowledge is highly dependent on professional or individual practice. Knowledge-management systems that support cooperation between experts from different (sub-)fields need to be ...
S. Valtolina +2 more
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The failure of participatory management
Management Development Review, 1997Bureaucracy has reached its limits. The simplicity and power of top‐down, rule‐based administration created competitive advantage in the past, but blocks the responsiveness and continuous innovation that are the keys today. That is why “teamwork” and “empowerment” are seen almost everywhere as the road to success.
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PARTICIPATORY MANAGEMENT AND LEADERSHIP [PDF]
, 2013 Participatory management and leadership can enhance an organization's effectiveness and capacity by the fact that the only asset a manager has are the people. If people show loyalty, and are willing to work at full capacity and to make extra efforts, if they trust their leaders and feel safe, then the results and efficiency will be increased.
Mirela PUSCASU, Radu SILAGHI
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AORN Journal, 1987
Planning meetings are usually viewed as a means for accomplishing tasks, creating plans, exchanging information, or analyzing material. Although a large part of this article includes a description of work that resulted from planning meetings, the value of the meetings should not be overlooked.
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Planning meetings are usually viewed as a means for accomplishing tasks, creating plans, exchanging information, or analyzing material. Although a large part of this article includes a description of work that resulted from planning meetings, the value of the meetings should not be overlooked.
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Participatory Irrigation Management
Yıl: 2011 Sayı: 1, 2011In most developing countries, irrigation development project and their operation and management are heavily dominated by the public sector. Conventional wisdom once assumed that only the state was capable of handling large modern projects requiring heavy capital investment, complicated technical inputs, and the legal mandate to distribute water, and ...
AYRANCI, Yaşar, TEMİZEL, Kadir Ersin
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Participatory Management in Public Welfare:
Administration in Social Work, 1983The author analyzes the experience of a state public welfare agency in developing a series of changes in social services using participatory techniques to involve frontline staff. Based on a survey of administrators, social service workers and supervisors, the study reveals staff attitudes toward policy innovation in the agency and their role in it ...
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