Participative Management
•Download as PPT, PDF•
1 like•1,696 views
This document discusses participative management and its key aspects. It defines participative management as a system where employees contribute to management decisions affecting the organization and their jobs. It argues that factors like globalization, flexibility and decentralization have led to its increased importance. It outlines different degrees of participation based on how involved subordinates and bosses are in decision making. The document also discusses techniques, prerequisites, areas of job freedom, and the advantages and disadvantages of participative management approaches. It provides guidance on effectively conducting participatory meetings.
Report
Share
Report
Share
Recommended
Group dynamics
Group dynamics refers to the behaviors and psychological processes within and between social groups. It was founded by Kurt Lewin to study group decision making, productivity, interaction, cohesiveness and communication. Group dynamics contains the interaction of forces among group members. Groups go through stages of forming, storming, norming, performing, and adjourning. Groups are more than the sum of their parts and are influenced by leadership, deference to authority, and roles of group members. Groups shape individuals and society.
Participative Management 23 slides
1. The document discusses participative management, which involves including employees in decision-making processes to improve the organization.
2. Key aspects of participative management include giving employees responsibility, accountability, and authority over their work. It also provides tools for employees to improve performance and communication.
3. The benefits of participative management include increased productivity, motivation, morale, and achievement of organizational objectives. It improves communication, reduces turnover, and leads to better decision-making.
Empowerment
The document discusses empowering leadership and empowered followers. It states that controlling leaders tend to limit employees' potential by categorizing them and establishing a bureaucratic hierarchy, while transformative leaders build confidence and release unlimited potential by helping individuals realize their abilities and contributions. Empowering leaders influence through context, create an atmosphere of inclusion, give power without taking it back, support empowerment, communicate clearly, and equip people for success. Empowered followers practice open communication, work well in teams, listen to wisdom, tolerate ambiguity, encourage themselves, and accept responsibility. An empowering organizational structure is decentralized, shares information widely, uses contingent rewards, accomplishes work through teams, and is strategically aligned.
Organizational Learning
This document discusses organizational learning and defines it as a change in behavior and mindsets that leads to redesigning organizational practices. It also refers to the development of new knowledge and behavioral change. Organizational learning can be used to change behaviors and attitudes through facilitating learning and developing new ways to manage change. It enhances communication and collaboration, which improves staff learning and overall performance. The document also lists factors like perceptions, motivation, abilities, and relationships that influence the learning process, and discusses how organizational learning can help libraries improve technology skills, manage conflicts, and increase commitment through learning opportunities.
The 4 stages of team development
The document outlines the 4 stages of team development: 1) Forming - where team members get to know each other and understand goals and roles, 2) Storming - when disagreements arise as perspectives are shared, 3) Norming - where the team sets behavioral standards and expectations, and 4) Performing - the ideal stage where the team works collaboratively to achieve goals. Shortchanging the earlier stages can inhibit performance in the final stage.
Teamwork and Team Building
A team that works well together understands the strengths and weaknesses of each team member. One of the benefits of strong teamwork in the workplace is that team leaders and members become proficient at dividing up tasks so they are done by the most qualified people.
Transformational Leadership vs. Transactional Leadership
Transformational and transactional leadership theories were introduced by James MacGregor Burns in 1978. Transformational leaders work to satisfy followers' self-actualization needs and transform their perceptions to achieve goals for the common good. Bernard Bass later added that transformational leaders demonstrate idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transactional leaders establish clear goals and use rewards and punishments to encourage compliance. While transactional leadership is effective, current experts believe educational leaders need a combination of transformational and transactional techniques for success.
Administrative Decision Making (1)
The document describes different models of administrative decision making including the classical model, administrative model, incrementalism, mixed scanning approach, and garbage can theory. It contrasts the classical and administrative models, noting how the administrative model recognizes limitations in rationality due to bounded rationality and imperfect information. Incrementalism and mixed scanning are presented as alternatives that combine rational and incremental approaches. The role of intuition and various heuristics in decision making are also discussed.
Recommended
Group dynamics
Group dynamics refers to the behaviors and psychological processes within and between social groups. It was founded by Kurt Lewin to study group decision making, productivity, interaction, cohesiveness and communication. Group dynamics contains the interaction of forces among group members. Groups go through stages of forming, storming, norming, performing, and adjourning. Groups are more than the sum of their parts and are influenced by leadership, deference to authority, and roles of group members. Groups shape individuals and society.
Participative Management 23 slides
1. The document discusses participative management, which involves including employees in decision-making processes to improve the organization.
2. Key aspects of participative management include giving employees responsibility, accountability, and authority over their work. It also provides tools for employees to improve performance and communication.
3. The benefits of participative management include increased productivity, motivation, morale, and achievement of organizational objectives. It improves communication, reduces turnover, and leads to better decision-making.
Empowerment
The document discusses empowering leadership and empowered followers. It states that controlling leaders tend to limit employees' potential by categorizing them and establishing a bureaucratic hierarchy, while transformative leaders build confidence and release unlimited potential by helping individuals realize their abilities and contributions. Empowering leaders influence through context, create an atmosphere of inclusion, give power without taking it back, support empowerment, communicate clearly, and equip people for success. Empowered followers practice open communication, work well in teams, listen to wisdom, tolerate ambiguity, encourage themselves, and accept responsibility. An empowering organizational structure is decentralized, shares information widely, uses contingent rewards, accomplishes work through teams, and is strategically aligned.
Organizational Learning
This document discusses organizational learning and defines it as a change in behavior and mindsets that leads to redesigning organizational practices. It also refers to the development of new knowledge and behavioral change. Organizational learning can be used to change behaviors and attitudes through facilitating learning and developing new ways to manage change. It enhances communication and collaboration, which improves staff learning and overall performance. The document also lists factors like perceptions, motivation, abilities, and relationships that influence the learning process, and discusses how organizational learning can help libraries improve technology skills, manage conflicts, and increase commitment through learning opportunities.
The 4 stages of team development
The document outlines the 4 stages of team development: 1) Forming - where team members get to know each other and understand goals and roles, 2) Storming - when disagreements arise as perspectives are shared, 3) Norming - where the team sets behavioral standards and expectations, and 4) Performing - the ideal stage where the team works collaboratively to achieve goals. Shortchanging the earlier stages can inhibit performance in the final stage.
Teamwork and Team Building
A team that works well together understands the strengths and weaknesses of each team member. One of the benefits of strong teamwork in the workplace is that team leaders and members become proficient at dividing up tasks so they are done by the most qualified people.
Transformational Leadership vs. Transactional Leadership
Transformational and transactional leadership theories were introduced by James MacGregor Burns in 1978. Transformational leaders work to satisfy followers' self-actualization needs and transform their perceptions to achieve goals for the common good. Bernard Bass later added that transformational leaders demonstrate idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Transactional leaders establish clear goals and use rewards and punishments to encourage compliance. While transactional leadership is effective, current experts believe educational leaders need a combination of transformational and transactional techniques for success.
Administrative Decision Making (1)
The document describes different models of administrative decision making including the classical model, administrative model, incrementalism, mixed scanning approach, and garbage can theory. It contrasts the classical and administrative models, noting how the administrative model recognizes limitations in rationality due to bounded rationality and imperfect information. Incrementalism and mixed scanning are presented as alternatives that combine rational and incremental approaches. The role of intuition and various heuristics in decision making are also discussed.
Behavioural Approach in Management
The behavioral approach studies how people act in the workplace. Early advocates like Robert Owen and Elton Mayo helped establish practices like employee selection and motivation programs. The influential Hawthorne Studies found that social and group factors significantly impacted individual worker behavior and output more than physical conditions like lighting. Today's managers apply insights from behavioral research by designing jobs, working with teams, communicating, motivating employees, and managing conflict based on how people behave in organizations.
Organisational Development (OD) Models
1. Organizational development (OD) is defined as a process of planned change and improvement of the organization through application of behavioral science knowledge.
2. There are three main types of OD interventions: human process based interventions like team building and survey feedback; techno-structural interventions like job enrichment; and socio-technical systems like quality circles.
3. For OD to be effective, it requires support from top management and selectivity in the projects undertaken. The role of HR is to help the organization develop capacities to adapt to changing market and social conditions.
Classical Organizational Theory
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
Resource management
Resource management involves the efficient deployment of an organization's resources to maximize utilization and achieve goals. It includes tangible resources like equipment, facilities, and supplies as well as intangible resources like ideas and human capital. Proper resource management in schools requires identifying both necessary and unnecessary items, storing only necessary supplies, and delegating responsibility over resources while monitoring performance. The school head is responsible for developing resource stewardship and ensuring resources are properly cared for, accounted for, and used to improve student learning.
Od 1 - Organisation Development
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
Systems theory
General Systems Theory proposes that organizations can be understood as open systems that import and export resources with their environment. Key concepts of the theory include synergy, interdependence, and interconnections between organizational subsystems and with the external environment. The theory aims to provide a framework for describing and explaining organizational behavior rather than prescribing specific practices. Contingency Theory extended Systems Theory by proposing that there is no single best way to structure an organization and that the appropriate structure depends on environmental factors and conditions.
Leadership And Motivation
The document summarizes various theories and approaches to leadership and motivation. It discusses different leadership styles and behaviors, including situational leadership theories. It also covers need-based approaches to motivation such as Maslow's hierarchy of needs and Herzberg's two-factor theory. Process approaches like Adams' equity theory and Locke's goal-setting theory are also summarized.
Leadership Role in Change Process -
Leadership role is quite significant in change process. This presentation share a framework to manage change as a Leader.
Example are in local context of Pakistan, where framework is applicable in your context.
Resistance to change - Organizational Change and Development - Manu Melwin Joy
Individual sources of resistance to change reside in basic human characteristics such as perceptions, personalities & needs.
Informal and formal groups
This document discusses group dynamics and informal groups within organizations. It begins by defining key concepts like group dynamic and informal groups. It then discusses the nature and effects of informal groups, including how they emerge spontaneously but can either help or hinder the formal organization. The document outlines the roles of informal leaders and how they differ from formal leaders. It also discusses techniques for managing informal groups, like identifying informal leaders and considering their influence when making decisions.
Foundations of od
Organizational Development is of the most concurrent HR subject specialization, aims to improve strategic human resource management role to improvise the business and organization development. action research and organizational diagnosis, various tools and techniques like sensitivity training, T group interventions help the readers to understand better details.
Group and teams,
The document discusses various topics related to groups and teams, including:
- Defining groups as two or more individuals interacting to achieve objectives.
- Classifying groups as formal, informal, task, interest, and friendship groups.
- The five stages of group development: forming, storming, norming, performing, and adjourning.
- Factors that influence group effectiveness such as tasks, structure, composition, and processes.
- Techniques for group decision making including brainstorming, nominal group technique, and Delphi technique.
- Distinguishing characteristics of work groups and work teams.
- Different types of teams like problem-solving, self-managed, cross-functional,
Group Dynamics: Theory and Practice
The presentation describes the processes involved in group’s formation, development, performance and the interaction among the group members. It helps in acquiring the necessary skills to intervene and improve individual and group performance in an organizational context and in building more successful organizations by applying techniques that provide positive impact on goal achievement.
organizational development
This document discusses organization development (OD) and its strategies. It defines OD as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral-science knowledge." Some key OD strategies discussed include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research is described as an assessment and problem-solving process aimed at improved effectiveness. The steps in action research are also outlined. Reasons for doing OD include addressing human resources, changing workplace nature, global market pressures, and accelerated rate of change. Both internal and external consultants can be change agents in OD. A formula for change
Group Dynamics
Group Dynamics refers to the study of human behavior in groups. There are primary and secondary groups, command and task groups, and in-groups and out-groups. Groups can be deliberately created to perform tasks, with hierarchies and rules guiding behavior. Informal groups form the company grapevine to ease stress. Group dynamics involve stages of forming, storming, norming, performing, and adjourning. Effective group decision making uses techniques like brainstorming, nominal groups, Delphi, and dialectic methods. Roles in groups include task roles like information giving and seeking, and relationship roles like encouraging participation and relieving tension.
Organizational Learning
The document discusses organizational learning, including its definition as the development of new knowledge that can influence behavior. It covers levels of learning at the individual, group, and organizational levels. Key frameworks for organizational learning discussed include Kolb's learning cycle, single and double loop learning, the 4I framework involving intuiting, interpreting, integrating, and institutionalizing. The document also discusses concepts like absorptive capacity, unlearning, and how Toyota uses the "five whys" approach to problem solving.
Team Cohesion
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Team Cohesion".
Organisational change
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
Group dynamics
The document discusses group dynamics and decision making. It defines what constitutes a group and explores the nature of groups, including that they require at least two people, interaction, a reasonable size, shared goals and stability. It examines reasons for group formation such as warmth, support, power, affiliations and recognition. The document also covers types of groups, models of group behavior, determinants of group cohesion and techniques for group decision making.
Presentation of manager's roles
A manager has three main roles: interpersonal roles, informational roles, and decision-making roles. Interpersonal roles include leadership, building relationships, and interactions to promote cooperation. Informational roles involve communicating, monitoring information for mutual understanding, and correctly distributing information so everyone has a common knowledge. Decision-making roles encompass organizing the business for a better future, allocating resources well, and properly handling crises to minimize damages to the organization.
PARTICIPATIVE MANAGEMENT
This document discusses different types of participative management councils in India, including Joint Management Councils, Joint Councils, and Unit Councils. Joint Management Councils consist of equal representatives from management and workers and aim to promote cooperation, productivity, and worker welfare. Joint Councils operate at a regional/divisional level and handle issues not resolved by Unit Councils. Unit Councils, consisting of at least 100 employees, discuss day-to-day problems and solutions. The objectives, functions, features, and potential causes of failure are outlined for each type of council.
participative management
The document discusses participative management as a technique for motivating employees. It describes key components of participative management including involving employees in decision making, building trust between managers and employees, and focusing on common goals. The benefits of participative management are also summarized, which include improved productivity, communication, decision making, employee morale and satisfaction.
More Related Content
What's hot
Behavioural Approach in Management
The behavioral approach studies how people act in the workplace. Early advocates like Robert Owen and Elton Mayo helped establish practices like employee selection and motivation programs. The influential Hawthorne Studies found that social and group factors significantly impacted individual worker behavior and output more than physical conditions like lighting. Today's managers apply insights from behavioral research by designing jobs, working with teams, communicating, motivating employees, and managing conflict based on how people behave in organizations.
Organisational Development (OD) Models
1. Organizational development (OD) is defined as a process of planned change and improvement of the organization through application of behavioral science knowledge.
2. There are three main types of OD interventions: human process based interventions like team building and survey feedback; techno-structural interventions like job enrichment; and socio-technical systems like quality circles.
3. For OD to be effective, it requires support from top management and selectivity in the projects undertaken. The role of HR is to help the organization develop capacities to adapt to changing market and social conditions.
Classical Organizational Theory
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
Resource management
Resource management involves the efficient deployment of an organization's resources to maximize utilization and achieve goals. It includes tangible resources like equipment, facilities, and supplies as well as intangible resources like ideas and human capital. Proper resource management in schools requires identifying both necessary and unnecessary items, storing only necessary supplies, and delegating responsibility over resources while monitoring performance. The school head is responsible for developing resource stewardship and ensuring resources are properly cared for, accounted for, and used to improve student learning.
Od 1 - Organisation Development
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
Systems theory
General Systems Theory proposes that organizations can be understood as open systems that import and export resources with their environment. Key concepts of the theory include synergy, interdependence, and interconnections between organizational subsystems and with the external environment. The theory aims to provide a framework for describing and explaining organizational behavior rather than prescribing specific practices. Contingency Theory extended Systems Theory by proposing that there is no single best way to structure an organization and that the appropriate structure depends on environmental factors and conditions.
Leadership And Motivation
The document summarizes various theories and approaches to leadership and motivation. It discusses different leadership styles and behaviors, including situational leadership theories. It also covers need-based approaches to motivation such as Maslow's hierarchy of needs and Herzberg's two-factor theory. Process approaches like Adams' equity theory and Locke's goal-setting theory are also summarized.
Leadership Role in Change Process -
Leadership role is quite significant in change process. This presentation share a framework to manage change as a Leader.
Example are in local context of Pakistan, where framework is applicable in your context.
Resistance to change - Organizational Change and Development - Manu Melwin Joy
Individual sources of resistance to change reside in basic human characteristics such as perceptions, personalities & needs.
Informal and formal groups
This document discusses group dynamics and informal groups within organizations. It begins by defining key concepts like group dynamic and informal groups. It then discusses the nature and effects of informal groups, including how they emerge spontaneously but can either help or hinder the formal organization. The document outlines the roles of informal leaders and how they differ from formal leaders. It also discusses techniques for managing informal groups, like identifying informal leaders and considering their influence when making decisions.
Foundations of od
Organizational Development is of the most concurrent HR subject specialization, aims to improve strategic human resource management role to improvise the business and organization development. action research and organizational diagnosis, various tools and techniques like sensitivity training, T group interventions help the readers to understand better details.
Group and teams,
The document discusses various topics related to groups and teams, including:
- Defining groups as two or more individuals interacting to achieve objectives.
- Classifying groups as formal, informal, task, interest, and friendship groups.
- The five stages of group development: forming, storming, norming, performing, and adjourning.
- Factors that influence group effectiveness such as tasks, structure, composition, and processes.
- Techniques for group decision making including brainstorming, nominal group technique, and Delphi technique.
- Distinguishing characteristics of work groups and work teams.
- Different types of teams like problem-solving, self-managed, cross-functional,
Group Dynamics: Theory and Practice
The presentation describes the processes involved in group’s formation, development, performance and the interaction among the group members. It helps in acquiring the necessary skills to intervene and improve individual and group performance in an organizational context and in building more successful organizations by applying techniques that provide positive impact on goal achievement.
organizational development
This document discusses organization development (OD) and its strategies. It defines OD as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral-science knowledge." Some key OD strategies discussed include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research is described as an assessment and problem-solving process aimed at improved effectiveness. The steps in action research are also outlined. Reasons for doing OD include addressing human resources, changing workplace nature, global market pressures, and accelerated rate of change. Both internal and external consultants can be change agents in OD. A formula for change
Group Dynamics
Group Dynamics refers to the study of human behavior in groups. There are primary and secondary groups, command and task groups, and in-groups and out-groups. Groups can be deliberately created to perform tasks, with hierarchies and rules guiding behavior. Informal groups form the company grapevine to ease stress. Group dynamics involve stages of forming, storming, norming, performing, and adjourning. Effective group decision making uses techniques like brainstorming, nominal groups, Delphi, and dialectic methods. Roles in groups include task roles like information giving and seeking, and relationship roles like encouraging participation and relieving tension.
Organizational Learning
The document discusses organizational learning, including its definition as the development of new knowledge that can influence behavior. It covers levels of learning at the individual, group, and organizational levels. Key frameworks for organizational learning discussed include Kolb's learning cycle, single and double loop learning, the 4I framework involving intuiting, interpreting, integrating, and institutionalizing. The document also discusses concepts like absorptive capacity, unlearning, and how Toyota uses the "five whys" approach to problem solving.
Team Cohesion
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Team Cohesion".
Organisational change
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
Group dynamics
The document discusses group dynamics and decision making. It defines what constitutes a group and explores the nature of groups, including that they require at least two people, interaction, a reasonable size, shared goals and stability. It examines reasons for group formation such as warmth, support, power, affiliations and recognition. The document also covers types of groups, models of group behavior, determinants of group cohesion and techniques for group decision making.
Presentation of manager's roles
A manager has three main roles: interpersonal roles, informational roles, and decision-making roles. Interpersonal roles include leadership, building relationships, and interactions to promote cooperation. Informational roles involve communicating, monitoring information for mutual understanding, and correctly distributing information so everyone has a common knowledge. Decision-making roles encompass organizing the business for a better future, allocating resources well, and properly handling crises to minimize damages to the organization.
What's hot (20)
Resistance to change - Organizational Change and Development - Manu Melwin Joy
Resistance to change - Organizational Change and Development - Manu Melwin Joy
Viewers also liked
PARTICIPATIVE MANAGEMENT
This document discusses different types of participative management councils in India, including Joint Management Councils, Joint Councils, and Unit Councils. Joint Management Councils consist of equal representatives from management and workers and aim to promote cooperation, productivity, and worker welfare. Joint Councils operate at a regional/divisional level and handle issues not resolved by Unit Councils. Unit Councils, consisting of at least 100 employees, discuss day-to-day problems and solutions. The objectives, functions, features, and potential causes of failure are outlined for each type of council.
participative management
The document discusses participative management as a technique for motivating employees. It describes key components of participative management including involving employees in decision making, building trust between managers and employees, and focusing on common goals. The benefits of participative management are also summarized, which include improved productivity, communication, decision making, employee morale and satisfaction.
participative management
Participative management encourages involvement of stakeholders at all levels in problem analysis, strategy development, and solution implementation. It invites employees to share in decision making through activities like setting goals and work schedules. Four processes - information sharing, training, employee decision making, and rewards - create employee involvement when pushed down to lower levels. Benefits include innovation, efficiency, timeliness, employee satisfaction, motivation, quality, and less supervision needs. Requirements include managers relinquishing some control and a slow, phased approach to change employees' ideas about management style.
Participative management
This document discusses participative management and trade unions. It defines participative management as involving employees in decision making and sharing responsibility for group goals. Various levels of participation are described, from informative to decisive. Quality circles are discussed as a form of participation where employees regularly meet to solve problems. The benefits of participation include improved performance and industrial relations. However, participative management has also faced limitations in India, such as restrictions on employee decision making. Trade unions are defined as voluntary worker associations that protect employee rights and interests. Their goals are to prevent exploitation and establish good relations with employers.
Participative management
The document discusses the concept of participative management. It defines participative management as involving employees in decision making processes. It describes various methods of participation like participation through ownership and quality circles. It outlines skills required for participative management like communication, conflict resolution and flexibility. The document also discusses collective bargaining and its importance in determining employment terms and conditions through negotiations between worker representatives and employers.
Participative Management
Participative management involves employees contributing ideas to solve problems and make management decisions affecting their organization and jobs. There are various degrees and techniques of participation, from simply providing information to manager-made decisions, to democratic group decision-making. Effective participation requires factors like sufficient time, participants having relevant knowledge, no power threats, and job freedom in the areas participants can influence. The advantages of participation include increased acceptance of decisions, responsibility and morale, better performance and coordination, while disadvantages can include increased time and costs if not implemented properly.
Participative Management
This document discusses participative management and provides tips for managers to start implementing this style. It outlines three types of management styles - micromanager, participative manager, and unthinking employees with low morale. The key to being a participative manager is starting with one-on-one interviews of direct reports to establish understanding and set direction. These interviews should last 30 minutes or less and involve open-ended questions. Regular staff meetings also facilitate bi-directional communication, which is essential for participative management. The overall message is that participative management is an ongoing process of continuous learning and improvement.
Participative quality management
Participative quality management is a process that empowers employees and moves from a bureaucratic structure to a self-managed structure to deliver quality and customer satisfaction. It requires forming teams to unite, cooperate, and create synergies to solve problems. Skills like communication, conflict resolution, and flexibility are required for participative quality management. Employees who are close to customers and delivery processes are best able to improve satisfaction by knowing where problems lie.
Workers participation in management
The document discusses various forms and levels of workers' participation in management in India. It outlines objectives like improving economic and social outcomes as well as worker motivation. Key forms discussed include works committees, joint management councils, workers' directors, and shop floor councils. The goal is to give workers influence over decision-making and improve communication between labor and management to increase productivity and reduce conflict. However, several factors like lack of competence and union opposition have limited the effectiveness of some participation methods.
Workers participation in management
This document discusses worker participation in management (WPM) in India. It defines WPM and explains its objectives and importance, including mutual understanding, higher productivity, and industrial harmony. Several forms of WPM are described, such as consultative participation, administrative participation, and decision/decisive participation. Examples of WPM levels in India include collective bargaining, works committees, shop councils, joint councils, and board representation. Challenges to effective WPM implementation in India are also outlined, as well as examples of WPM practices at Tata Steel and BHEL.
Introducing J2ME Polish
Enough Software offers the J2ME Polish open source mobile development framework. It helps developers overcome fragmentation issues across devices. J2ME Polish provides tools to adapt applications' look and feel through stylesheets. It also includes UI elements, serialization, storage, and supports Java 5 features. The tool is used by over 100 commercial customers and can integrate with Eclipse or NetBeans.
Change Oriented Leadership Behaviors:
This document discusses a study that aimed to identify the most effective leadership behaviors for implementing organizational change. The study found that behaviors like envisioning change, leading by example, developing others, consulting, innovative thinking, and supporting others had the strongest correlations with effective change implementation. In contrast, behaviors like planning, monitoring, and risk-taking were among the least effective behaviors. The findings provide clarity on which specific leadership actions are most important for successfully engaging stakeholders through change initiatives.
Management participative
What is Participative Management ?
Please open and use it without restrictions for a better world's company
Participative Management and Change-Oriented Leadership
This document discusses participative management and change-oriented leadership. It analyzes elements necessary to successfully plan and implement change, including the magnitude of change, stakeholder support, and cultural changes. It outlines advantages and disadvantages of change-oriented leadership. The presentation proposes implementing change through recognition of need, developing ideas, adopting an idea, implementing, allocating resources, and evaluating. Successful change activities include approaching followers with the idea, discussing and brainstorming, gradually implementing the new plan, assigning tasks, and evaluating through polls and meetings.
Shipra hr
This document discusses employee welfare and participative management. It defines employee welfare as services and facilities provided to employees to help them perform their work in a healthy environment. The objectives of employee welfare are to provide better life and health, make employees happy, and relieve fatigue. It discusses statutory and non-statutory welfare schemes. It also discusses participative management, which involves stakeholders at all levels in decision making, and the benefits this provides such as increased productivity and effective implementation of changes.
Cross Cultural Ethics & International Development
The document discusses the debate between ethical relativism and ethical universalism in international development work. It outlines descriptive and normative forms of ethical relativism and their limitations, particularly in situations where cultures overlap due to globalization. The document also discusses ethical authoritarianism and proposes ethical fallibilism as a middle ground approach, recognizing both the need to make judgments in some situations but also the possibility of being mistaken and ability to learn from others. It concludes by asking participants to share experiences navigating cross-cultural ethics differences and how the field can improve.
worker participation in mgt.
The document discusses workers' participation in management (WPM) in India. It defines WPM as workers sharing in decision making power with management. The objectives of WPM are to increase productivity, promote industrial democracy, and avoid conflict. Some prerequisites for effective WPM include sufficient time for workers to participate, an effective communication system, and participation within the overall policy framework. Common methods of WPM in India include suggestion schemes, works committees, joint management councils, work directors, co-partnership, joint councils, and shop councils. WPM was emphasized after Indian independence through acts like the Industrial Disputes Act of 1947.
Cross cultural issues in business ethics by yasin aseer
This document discusses cross-cultural ethics in business. It covers several topics: 1) Cultural ethics differ across cultures but certain values are universally ethical. 2) Ethics has various branches like meta-ethics and normative ethics. 3) Culture affects business ethics through how people communicate, their behaviors and power structures. 4) Globalization leads to cross-cultural issues as different cultures have differing views of ethical practices. 5) Countries have comparative cultural advantages, like Japanese quality, Korean manufacturing and Indian IT. A new economic order is emerging based on these cultural strengths.
Participative leadership theory
Participative leadership involves soliciting input and ideas from employees and staff when making decisions. There are two main forms: representative participation where a group is involved, and participatory management where subordinates share decision making with supervisors. Participative leadership works by facilitating discussions, sharing information, encouraging ideas, synthesizing input, and communicating solutions. There are four types of participative decision making that differ in who makes the final call. While it can increase commitment and morale, drawbacks include potential inefficiency and slow decision making.
Workers participation in management
The document discusses workers' participation in management. It defines participation as workers contributing to and sharing responsibility for group goals. Workers' participation in management means giving workers influence over managerial decision making through various forms in an organization. The objectives of participation are to give workers democratic rights, raise motivation, encourage idea sharing, and avoid conflicts. The importance is mutual understanding, higher productivity, industrial harmony, industrial democracy, less resistance to change, and more creativity. Forms of participation include suggestion schemes, works committees, joint management councils, work directors, and co-partnership.
Viewers also liked (20)
Participative Management and Change-Oriented Leadership
Participative Management and Change-Oriented Leadership
Cross cultural issues in business ethics by yasin aseer
Cross cultural issues in business ethics by yasin aseer
Similar to Participative Management
Session 7 groups bba g-i - introduction to management - decision making and ...
This document summarizes key points from a lecture on managerial decision making and information technology. It discusses what decisions are, different types of decisions, and three models of decision making - classical, administrative, and political. It also outlines the six steps in the managerial decision making process and techniques for improving decision making such as participative decision making. Finally, it covers decision styles and levels of participation in decision making by subordinates.
Chapter 8 empowerment and participation & managing change
Chapter 8 empowerment and participation & managing change San Antonio de Padua - Center for Alternative Mathematics
The document discusses empowerment and participation in organizations. It explains that empowerment involves giving employees greater autonomy through sharing information and control over job factors to improve self-efficacy. Participation means the mental and emotional involvement of employees through contribution and responsibility. When prerequisites are met, participation programs can benefit both employees and employers by increasing motivation, output, and communication. However, limitations include lack of management support and difficulties adjusting manager roles.Decision making jaya sgvu
1. Decision making involves developing and analyzing alternatives and choosing among them. Most decisions stem from problems.
2. Decisions can be either programmed (routine) or non-programmed (unique), requiring more judgment.
3. Better decision making involves increasing knowledge, reducing biases through self-analysis, using creativity and intuition, having the right timing, and not overemphasizing finality.
4. Group decision making combines resources but can result in groupthink; tools like brainstorming, Delphi technique, and nominal group technique aim to improve outcomes.
Hbo report
This document discusses employee empowerment and participation. Empowerment provides employees with greater autonomy through sharing information and control over job factors. Participation involves mental and emotional involvement in groups to contribute to goals and share responsibility. Benefits of participation include higher output, quality, motivation and reduced turnover. The document outlines different approaches and programs to empowerment and participation as well as factors that enable and limit their effectiveness.
The Processes Of Organization and Management
The document discusses David Garvin's background and interests. It then summarizes three types of processes in organizations: work processes that create outputs for customers, administrative processes that support business operations, and behavioral/change processes related to decision making, communication, and organizational learning. Finally, it discusses the importance of managerial processes in getting work done through coordinating activities and engaging others.
decision making and problem solving
Problem solving is a cognitive process used to achieve goals when no obvious solution is apparent. It involves defining the problem, gathering information, analyzing the problem from different perspectives, generating potential alternatives, selecting the best alternative, and implementing it. Expert problem solvers have better memory, classify problems by principles, use established procedures, and work towards goals. The problem solving process involves skill, tools, and defined steps like defining the issue, collecting data, analyzing causes, considering options, deciding on a solution, and implementing it.
Disengagement Stages
This document discusses the stages of disengagement in the consultation process. It outlines questions to evaluate the consultation process and determine if goals were met before terminating the relationship. These include assessing if client behavior or the organization changed positively and if the consultation relationship was effective. The document also discusses ensuring a gradual reduction of involvement rather than abrupt termination and the importance of follow up and closure in the termination stage.
Managing Change Pauline Hall
The document discusses various strategies and tools for managing organizational change, including:
1) Kotter's eight steps for change including establishing urgency, building coalitions, communicating vision, and anchoring changes in culture.
2) ADKAR as a model for individual change with components of awareness, desire, knowledge, ability and reinforcement.
3) Stakeholder management techniques like stakeholder analysis, mapping stakeholders on a grid of influence vs. impact, and developing a stakeholder management plan.
4) Effective communication strategies are key to change success and include understanding audience types and moving from a "telling" to a "co-creating" approach.
Workplace Mediation: What it is and how it works
Workplace mediation is a process that uses a neutral third party to help resolve conflicts in the workplace. The mediator facilitates open dialogue between the parties to help them identify issues, increase understanding, and jointly agree on outcomes. Mediation can benefit organizations by reducing costs associated with conflicts, improving relationships, and allowing staff to focus on productive work. It also benefits employees by giving them a voice and sense of control in resolving issues. The mediation process involves understanding each side's perspective on the content, interactions, and expectations related to the conflict before helping the parties compromise and find an acceptable resolution.
Stakeholder engagement and management
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Strategic decision making
This document discusses different approaches to strategic decision making. It describes rational, intuitive, political, administrative, entrepreneurial, adaptive, and planning approaches. The rational approach involves analyzing all alternatives and consequences to maximize gains. The intuitive approach relies on experience, instincts, and gut feelings. The political approach considers pressures from stakeholders. The administrative approach recognizes limitations of information and rationality, aiming to satisfice rather than optimize. The entrepreneurial approach is reactive to opportunities. The adaptive approach solves urgent problems. The planning approach anticipates the future through formal analysis of internal and external factors.
TMA World Guide to Effective Decision Making
Making good decisions, based on disciplined thinking and informed judgement, requires an individual to:
•Gather all available, relevant facts and generate a list of options
•Effectively consult with others and use a range of techniques to evaluate available options
•Consider the consequences of the decision on others and the organization
Effective decision making has many benefits, including improved communication and consultation among individuals and a reduction in the negative impact of decisions across your organization.
Contact us today to find out more:enquiries@tmaworld.com
Leadership and change management to succeed in process improvement
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
How To Make Better Choices
Decision making is a stream of inquiry, not an event. Decision-driven organizations design and manage it as such: they match decision-making styles to appropriate techniques and, wherever possible, encourage parties to play roles rife with dissent and debate; decision rights are part of the design.
Decision making strategies
This document discusses strategies for effective decision making. It outlines the decision making process, which involves defining the decision, analyzing aspects, choosing a decision making style, involving stakeholders, and understanding ambiguity. It also discusses tools like the RACI matrix and types of decisions. The key steps in decision making are to identify the decision, prepare by researching options, decide, communicate the decision, execute it, measure outcomes, and adjust if needed. Overall, the certification teaches that decision making is a strategic process that follows a defined cycle.
Essay On Decision Making
The Process of Decision Making Essay
Rational Decision Making Model Essay
Reflective Essay On Decision Making
Essay on Decision Making
Essay on Business Decision Making
Essay on Decision Making Strategies
Decision Making
Essay about Ethical Decision Making
Essay on Decision Making
Decisions, Decisions, Decisions Essay
Reflection On Decision Making Process
Decision-Making Model Analysis Essay example
Essay on Making Decisions as an Engineer
Evidence-Based Decision-Making Essay
Persuasive Essay On Decision Making
Decision Making Models Essay example
Problem-Solving and Decision-Making Essay
My Personal Reflection On Decision Making
Essay on Critical Thinking and Decision Making
Decision Making Process
This document discusses various models of decision making processes. It describes the rational model which takes a strictly logical approach through 5 steps. However, the alternative model led by March and Simon argues this is not realistic for humans with limited resources. The alternative model involves bounded rationality and intuitive decision making. Small group decision making can involve different paths like unitary or complex cyclic sequences. However, groupthink where unanimity overrides real evaluation can be problematic. Participation and collaboration models also differ in whether success relies on meeting individual needs or organizational structure. Overall, the ideal rational process is difficult to achieve fully, so decision makers rely on shortcuts and intuition.
Leadership and empowerment , delegation skill
The document discusses various aspects of delegation as a management skill. It begins by defining delegation as assigning responsibility for tasks to others. It then outlines the benefits of delegation for managers, employees, and organizations. The document provides tips for knowing when and to whom to delegate, including considering an employee's workload and skills. It presents a six-step process for effective delegation: introducing the task, demonstrating it, ensuring understanding, allocating authority and resources, letting go, and providing support and monitoring. Finally, it discusses obstacles to delegation like lack of communication or control and how to avoid micromanagement.
Decision Making.ppt
The document discusses decision making, particularly in crisis situations. It covers various models and processes of decision making, including rational models, Simon's normative model, and group decision making techniques. It notes that decision making in crises can be challenging due to dilemmas, decision delays, avoidance, and other problems. Effective crisis decision making involves implementing policies and plans to support crisis management capabilities, gaining experience in crisis decision making, and training in techniques to help reduce uncertainty.
Organizational leaarning
Organizational learning involves facilitating continuous learning and transformation among all members of an organization. It requires systematically integrating and collectively interpreting new knowledge, which leads to collective action through risk-taking and experimentation. A learning organization recognizes that people are its most important asset and it takes commitment from all members to achieve organizational goals. Key aspects of organizational learning include problem solving, experimentation, learning from experience and others, and sharing knowledge throughout the organization. Building a learning organization involves cultivating personal mastery, examining mental models, developing shared vision, fostering team learning, and understanding systems thinking.
Similar to Participative Management (20)
Session 7 groups bba g-i - introduction to management - decision making and ...
Session 7 groups bba g-i - introduction to management - decision making and ...
Chapter 8 empowerment and participation & managing change
Chapter 8 empowerment and participation & managing change
Leadership and change management to succeed in process improvement
Leadership and change management to succeed in process improvement
More from sajid ghafoor
Store Accounting
This document outlines store accounting procedures for a company. It discusses pricing of purchased and returned materials, material receipt accounting, issuing materials from the store, and physical verification of store stock. Key functions of the store include procurement, keeping, and accounting. Materials are priced according to their source and type of return. Physical verification is conducted annually to identify any differences in recorded and actual stock quantities.
Global warming
1) Replace regular lightbulbs with compact fluorescent bulbs.
2) Walk, bike, take public transportation, or carpool instead of driving. Keep tires properly inflated to improve gas mileage.
3) Recycle more and reduce trash by thinking before throwing items away and taking e-waste to proper facilities.
Al qurqn 1
The Al Quran is the central religious text of Islam which Muslims believe to be a revelation from God. It is divided into chapters called suras which are further divided into verses called ayah. The Al Quran provides guidance for Muslims and outlines their core beliefs and practices including the five pillars of Islam.
Al qurqn 1
The Al Quran is the central religious text of Islam which Muslims believe to be a revelation from God. It contains guidance for mankind, addresses topics like the existence of God, the purpose of life, morality, and the last day of judgment. Muslims see the Quran as being the verbatim word of God revealed to the prophet Muhammad through the angel Gabriel over a period of 23 years.
Al quran
The Al Quran is the central religious text of Islam which Muslims believe to be a revelation from God. It is divided into chapters called suras which are further divided into verses called ayah. The Al Quran provides guidance for Muslims and discusses their relationship with God, their spiritual development and life in this world and the next.
Sajid
Sajid Ghafoor has over 30 years of experience in finance and accounting roles within Pakistan's Water and Power Development Authority (WAPDA). His positions have included Budget & Accounts Officer, Director of Finance, and Additional Director General of Finance, where he was responsible for budget preparation and accounts consolidation. Currently he serves as Additional Director General of Finance for Hydel Development, managing the budgeting, accounting, and financial reporting for WAPDA's hydropower projects.
Accounting reports & accountabilit
The document discusses accounting reports and accountability. It defines accounting as recording, classifying, and summarizing financial transactions and events. Accounting involves recording assets, liabilities, income, and expenses. There are two main types: financial accounting provides external financial reports, while management accounting provides internal reports for decision-making. Key financial reports include the income statement, balance sheet, statement of cash flows, and statement of retained earnings.
Hajj presentation
The document provides a day-by-day schedule of activities for performing the Hajj pilgrimage from the 8th to the 12th of Zhul-Hajj (November 26th to 30th, 2009). Each day includes prayer times, locations for prayers and activities, times for traveling between locations like Mina, Arafat, and Muzdalifah, and instructions for rituals like wuquf, throwing pebbles at jamrahs, and shaving hair.
Training
The document outlines the key sections needed for a business plan, including a mission statement, descriptions of leadership and market opportunities, the business concept and competitive advantages, five-year goals and financial projections, required resources and risks/rewards. Sections provide guidance on concisely communicating the company's long-term vision, team experience, market analysis, solutions to consumer problems, technology strategy, competition comparison, measurable objectives, and financial model.
Project
The document proposes a new project code scheme to systematically assign codes. It suggests using the first letter of the code to represent the major activity and sub-activity, and the second and third letters to uniquely identify each project within a sub-activity. Previously, codes were assigned randomly. The new scheme aims to avoid duplicate codes and bring order to the code issuance process.
Project
The document proposes a new project code scheme to systematically assign codes. It suggests using the first letter of the code to represent the major activity and sub-activity, and the second and third letters to uniquely identify each project within a sub-activity. Previously, codes were assigned randomly. The new scheme aims to avoid duplicate codes and bring order to the code issuance process.
Ei
Emotional intelligence involves the ability to recognize and manage emotions in oneself and others. It includes self-awareness of one's own emotions and the ability to regulate emotions effectively. Developing emotional intelligence also allows one to empathize with others and maintain positive relationships.
Financial Forecasting
1) The document discusses financial forecasting methods for projecting sales, assets, liabilities, equity, and discretionary financing needs for the current and next year.
2) It forecasts that sales will be $32 million currently and $40 million next year, with net income at 5% of sales and dividends at 50% of earnings.
3) Using the percentage of sales method, it projects balance sheet accounts and calculates that $3 million in additional discretionary financing will be needed next year to support the projected increase in assets.
Npv Irr
Capital budgeting techniques are used to evaluate long-term investment projects. The ideal evaluation method considers all cash flows over the life of the project, the time value of money, and the required rate of return. Common techniques include payback period, net present value (NPV), profitability index (PI), and internal rate of return (IRR). NPV calculates the present value of all cash flows less the initial investment, and a project is accepted if NPV is positive. IRR is the discount rate that makes the net present value equal to zero.
Risk And Returns
The document discusses risk and rates of return. It states that the risk-free rate of return is used as the required rate of return for Treasury securities. For corporate stocks and bonds, the required rate of return is the risk-free rate plus a risk premium. Expected return is calculated as a weighted average of possible returns based on their probabilities. Risk is measured by a stock's standard deviation, which captures the uncertainty in possible outcomes, with higher standard deviation indicating greater risk.
Break Even
Cost-volume-profit analysis makes assumptions that total costs can be divided into fixed and variable components, and that revenues and costs change linearly with output units. It also assumes selling prices, variable costs, and fixed costs remain constant. The analysis can cover a single product or assume a constant sales mix if multiple products are involved, and it does not consider the time value of money. The breakeven point is where total revenues equal total costs, and is calculated by setting variable expenses plus fixed expenses equal to total revenues.
Risk And Returns
The document discusses risk and rates of return. It states that the risk-free rate of return is used as the required rate of return for Treasury securities. For corporate stocks and bonds, the required rate of return is the risk-free rate plus a risk premium. It also defines expected return as the return an investor expects based on factors like price and growth, while required return is based on the risk of the asset. It shows how to calculate expected returns using state probabilities and returns, and how standard deviation can be used to measure risk with a greater standard deviation indicating greater risk.
More from sajid ghafoor (20)
Participative Management
- 3. Islamic concept on participation • And consult with them upon the conduct of affairs, and when you have resolved, then put your trust in Allah al-i-imran 3:159
- 4. Participative Management Participation A process in which people contribute ideas to the solution of their problems. Participative Management A system of management in which employees contribute in making management decision effecting organization and their jobs.
- 5. Arguments for Participation Evolution. Globalization. Flexibility. Decentralization. Theory X and Y.
- 6. Degree of Participation Subordinate Boss Decision making involvement How much value he attaches to ideas he receives Diagnosing Finding alternatives Greater the effect of each other higher the degree of participation Estimating consequences Making choices
- 7. Application Techniques FORMAL PARTICIPATION INFORMAL PARTICIPATION PROGRAMME BASED ON INDIVIDUAL BASIS ON GROUP BASIS INDIVIDUAL EFFECTS DECISION MAKING OF SUPERIOR CONSULTATIVE DEMOCRATIC
- 8. Major Pre-requisites to Participative Management Time Factor. Cost benefit analysis. Matter of interest. Participants to have knowledge and intelligence to participate. No language barrier …participants must be able to communicate freely. No position threat on both sides. Participation is valid only to the group’s area of Job Freedom
- 9. Area of Job Freedom AREA OF EMPLOYEE PARTICIPATION IN DECISION MAKING TELLS SELLS CONSULT AREA OF AUTHORITY APPLIED BY MANAGER JOINS WITHDRAWS Manager makes & announces decisions Manager seek ideas, sells decision, decisions are subject to change Manager asks for recommendation before deciding Manager decides with group “one person one vote” Manager asks group to decide Autocratic Benevolent Autocratic Consultive / Participative Management Democratic Management Free Rein Management
- 10. Morale and job satisfaction Satisfaction – Performance Relationship Performance Reward Effort Greater or Lesser Satisfaction Commitment OR Dis-Satisfaction Perception of equity in reward fair… unfairEconomic sociological psychological
- 11. Advantages of participative management Acceptance of decisions A. Feeling of responsibility. B. Ego involvement. C. Counter-measure to resentment. Acceptance of change A. Feeling of safeguarding their interests. B. Workout feasibility and sort-out possible objections.
- 12. Advantages of participative management Positive effect on morale … A form of recognition Employee development Better performance. Positive climate. Better coordination.
- 13. Disadvantages of participative management Time consuming and costly. Pseudo Participation.
- 14. Conducting a Participatory Meeting Manager...... Presents the problem Supplies Essential Facts Classifies area of freedom Allows anyone to speak at random Does not meddle Freely express appreciation Draws persons out Wait out pauses Restate accurately Asks good questions Recommendations belong to the group Summarizes as need arise
- 15. Thank you