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Myth 7 Participative Management Is Free
A Case for Participative Management
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Abilene paradox accept achieve action activities agement agenda approach behavior believe change process Chapter client common concept consensus create CREATIVE PROBLEM SOLVING critical decisions developed discussion employee representatives empowered empowerment ensure example exist facilitators failure first-line supervisor FLOWCHART focus Freestone group process HAZOP identify impact implementation improvement teams increased individuals input integrated teams involved issues leadership learning left fielder marketing manager Martin Marietta meeting ment myths natural work groups Natural work teams norms ongoing operating organization organization's organizational Pan-Am participative management process pative management person petrochemical plant problem redesign relationships resolve responsibility reward system role Sarnia share Shell Canada short-term goals situation skills specific steering committee strategy structure success Synectics task teams team effectiveness team leader team members team's ticipative management tion tive management values Victor Vroom vision