Module IV

Participatory Administration & Collective Decision-Making

Lesson 4: Approaches of Participatory

Administration

Comparative
Development
Administration FILIPINA F. ATABAY
DDA-304 Group-paced Ph.D. DA Student
Midyear, 2022
 Objectives
• Discuss the various participatory
 Approaches of participatory
approaches and the strengths and
administration
limitations of each approach; and

• Analyze the model of

implementation of  Model of Implementation
participatory approaches
 I. APPROACHES OF PARTICIPATORY
ADMINISTRATION

perspective vision
wisdom insights

Self-sustained

Clear sense of direction

ilites
lo p capab
Dev e
A. Management by Objectives (MBO)
It is a management
system that is based
upon the philosophy of
participative
management and
administration.

➔ Approaches of Participatory Administration

 Four Levels of Objectives

Overall Departmental Objectives

Divisional Objectives

District Objectives

Local Objectives
 Advantages of MBO
 MBO should provide a basis for more effective planning system approach to
planning, i.e. integrating objectives and plans for every level within the department.
The basic concept of planning should consist of making it happen as opposed to
just letting things happen.

 MBO improves communication within the department by requiring that

administrators and employees discuss and reach agreement on performance
objectives.

 Implementing of an MBO system would encourage the acceptance of a behavioral

or more participative approach to administration.
Figure MBO Process
2: TOP ADMINISTRATION SUPPORT AND
COMMITMENT

ESTABLISH LONG-TERM DEPARTMENT

OBJECTIVES

Superior ESTABLISH SPECIFIC SHORT DEPARTMENTAL

Subordinate
OBJECTIVES

ESTABLISH INDIVIDUAL PERFORMANCE

OBJECTIVE STANDARDS (ACTION PLANS)

Appraise Results

Take Corrective Actions

 Benefits of MBO Programs
a. Results in better overall administration and achievement of higher
performance levels.
b. Provides an effective overall planning system.
c. Forces administrators to establish priorities and measurable targets or
standards of performances.
d. Clarifies the specific role, responsibilities and authority of personnel.
e. Encourages the participation of individual employees and administrators
in establishing objectives.
f. Provides a golden opportunity for career development for administrators
and employees.
g. Other specific strength of an MBO system might be that is:
* Individuals know what is expected of them
* Provides a more objective and tangible basis for perf appraisal
* Improves communication within the department
* Helps identify promotable admistrators and employees
* Increase motivation and commitment of employees
 Potential Problems with MBO

➔ MBO programs often lack the support and commitment of top

administration;
➔ Objectives are often difficult to establish;

➔ The implementation of an MBO system can create excessive paper work

if it is not closely monitored.
➔ There is a tendency to concentrate too much on the short run at the
expense of long-range planning.
➔ Some administrators believe that MBO programs may be excessively
time consuming.
➔ There may be unrealistic expectations regarding results.

➔ An inability or unwillingness by administration to allocate rewards based

on goal accomplishment.
B. Attitude Survey

Attitude survey method is adopted to

measure the attitude of subordinates
using anonymous questionnaires.

➔ Approaches of Participatory Administration

C. Performance Appraisal &
Development System

Performance appraisal is the well-

designed continuous process used for
the assessment of an individual’s
strengths and weaknesses in a specific
area of his/her work, responsibilities,
and duties.

➔ Approaches of Participatory Administration

D. Employee Development
Programs

EDP are conducted to develop

abilities and capabilities through
training sessions, workshops, seminars
and projects. These types of EDP
develop loyalty and commitment.

➔ Approaches of Participatory Administration

E. Team work incentive
programs

Teams of employees that want to

make changes in service, delivery,
reduce costs, or increase in revenue,
increase in safety, pollution control
submit a plan for approval to the
administrators. When their
accomplishments are verified they
receive incentives.

➔ Approaches of Participatory Administration

F. Self managed work teams

Work groups are given a high degree

of self-determination in the
administration of their day-to-day
work. Fully autonomous work teams
even select their own members and
they evaluate each other’s
performance.

➔ Approaches of Participatory Administration

G. Task forces

Interdisciplinary teams are constituted

as per the reuirements of the tasks.
Team members bring a variety of
knowledge, skills, and experiences to
the task.

➔ Approaches of Participatory Administration

H. Reward programs

Rewards are given to high achievers in

the department in each area of
functioning. It is also given to persons
who promote the participation of
people in decision-making.

➔ Approaches of Participatory Administration

I. Employees administration
committees

Employee administration committees

are constituted to keep the channels
of communication open on critical
issues between management and
employee unions.

➔ Approaches of Participatory Administration

J. Multiple Administration

• used to develop participation of

those departmental members
whose creativity has not been fully
utilized

• given a task to complete to enrich

experience and skills

➔ Approaches of Participatory Administration

K. Consultative Supervision

• Manager consults with

subordinates, resulting in improved
quality of decision, improved
communication, grievance
settlement and ego satisfaction of
employees.

➔ Approaches of Participatory Administration

L. Democratic supervision
• Considerable power is released to
employees in areas of their
competence.

• This process is generally used in-

group which each each member
has to cast one vote.

• This method is suitable in voluntary

groups where there is no self-
interest in any decision of
individual members.

➔ Approaches of Participatory Administration

M. Job enlargement

• Refers to expanding job

horizontally. Numbers of other
related tasks are added to enhance
job variety.

➔ Approaches of Participatory Administration

N. Job enrichment
• Refers to vertical expansion of the
job. It increases the degree to
which the employees control the
planning, execution and evaluation
of his work.

• Five action to enrich the job:

combining tasks, forming natural
work units, establishing client
relationships, vertical loading and
opening feedback channels.

➔ Approaches of Participatory Administration

O. Job rotation

• The periodic shifting of the

employee from one task to another.
This method breaks the routines of
performing the work.

➔ Approaches of Participatory Administration

P. Delegation

• The process by which the part of

the work along with decision
making power is entrusted to the
subordinates.

➔ Approaches of Participatory Administration

Q. Decentralization

• The decision making is widely

spread among more people within
the organization.

➔ Approaches of Participatory Administration

R. Focus Team

• Developed as to modified version

of quality circle.

➔ Approaches of Participatory Administration

S. Suggestion Programs

• It is practiced through putting

suggestion box at common place in
the organization.

➔ Approaches of Participatory Administration

T. Organizing creativity
sessions

• Number of creativity sessions is

organized to generate innovative
ideas using different techniques of
creativity on various significant
issues.

➔ Approaches of Participatory Administration

U. Management by
committees

Generally two types of committees

are found in an organization

• Permanent - standing committees

• Ad hoc – specific task on

temporary basis

➔ Approaches of Participatory Administration

V. Participation in degree

• Defined in degree ranging from

minimum (informal participation) to
maximum (consultative, associative,
administrative and decisive
participation) [table for Model of
participatory management]

➔ Approaches of Participatory Administration

V. Quality circles

• Quality circle is a group of 5-10

voluntary members, meets regularly
to solve work-related problems or
to bring innovations, and to
improve work processes.

➔ Approaches of Participatory Administration

II. MODEL OF IMPLEMENTATION

- Steps in implementing participatory management approaches in

situation are listed below (Figure 3-Model of Implementation)
 Decision for Adopting Participatory Management Approaches 1

F
I Training of Top Management in Participatory Management 2
G
U Conduct Awareness Programs on Participatory Management for all
R Employees 3
E
Identify Key Areas for Development 4
3

Create Conditions for Participation 5

Identify Key Areas for Development 6

Constitute a Team in each Key Area on the Basis of Ability, Interest and
Experience of the Members 7

Impart Training in Teamwork and Area of Functioning 8

Decide in each Team the Development to bring in each Key Area 9

Prepare Detailed Action Plan in Each Key Area 10

Decide Roles and Responsibilities of Individual Members

and Obtain their Commitments 11

Provide resources and Support 12

Obtain Feedback
and Review

IMPLEMENT THE ACTION PLAN 13

Solve
Problem

Communicate the Results to the Higher Authorities 14

Openly recognize the contribution of each team 15

 Role of an Administrator in Enhancing Participation

Provide Award Provide an

relevant autonomy to opportunity to
information various teams employee to
timely become team
Solve member
problem
timely Use relevant
techniques
instead of
punishment
Provide techniques
resources
timely
Appreciate
the
Promote contributions
communication made by
Promote healthy
Give members
competition
feedback to among team
members on members
their
“Life doesn’t just HAPPEN,
It requires our participation”
-dailythoughts