Participative Management: Implementing EmpowermentOffers a practical look at participative management for those who are about to take part in its implementation, or who are considering its implementation. It debunks many myths about this topic but also offers helpful advice and techniques that should make its implementation much more productive, both for the organizations and the individuals involved. |
Contents
Participative Management at Esso Chemical Canada | 7 |
CHAPTER 2 | 17 |
A Case for Participative Management | 52 |
Copyright | |
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Common terms and phrases
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 HAZOP identify impact implementation improvement teams increased individuals input integrated teams involved issues leadership left fielder marketing manager Martin Marietta meeting ment MICHIGAN LIBRARIES 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 Shell Canada short-term goals situation skills specific steering committee strategy structure success Synectics task teams team leader team members team's ticipative management tion tive management UNIVERSITY OF MICHIGAN usually values Victor Vroom vision