Participative management and its effects on managers and employees

Participative management, as a management method, cannot be understood as a simple management technique, valuing the "creativity" of employees, stimulating the voluntary mobilization of groups, in relation to product quality and customer service. It must be approached, at the same time, as a management strategy, aiming to overcome conflicts of interest to encourage identification and attachment of staff to the company and obtain a broad consensus on priority objectives6 . This type of management is part of the broader issue of employee participation in the company with the aim of improving their performance. This participation covers a variety of meanings and is achieved through mechanisms as diverse as information and consultation, staff representatives, collective bargaining, works councils, self-management, semi-autonomous teams, continuous improvement groups, and financial profit-sharing (Julien Charles,The source of development lies in the ability of people to cooperate across the board, to develop new working relationships. Teamwork is central. The success of operations depends on autonomous and responsible employees. Each team only produces good products or services if its members know how to work well together. Therefore, the role of the human being, especially the leader or manager, is decisive in enabling individuals, teams or groups to function at their best and to develop (Barbier R., Blondiaux L., 2013).