1.4. Conclusion

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Throughout the previous pages we have given a brief introduction to what is called Participatory Management of workers in a company. We have defined it, listed the main factors that characterise this model and explained the importance of the figure of the worker and their participation in company decision-making that are reflected in the different theories of business management. We have also defined what business culture is and the benefits of participatory management for all workers, the company and society.

In the following chapters, we offer content that facilitates the acquisition of skills to contribute to development of, and participation in, a management model based on shared and participatory management within a company.

This document is addressed to all workers in the sector and is organised on the basis of specific learning objectives that will facilitate an initial approach to the concept of shared and participatory management within a company.

The content developed within the framework of this training pathway will make it possible to systematically organise and arrange the training of workers in the metal sector.

In the following four modules of this course, we will provide the knowledge to identify how companies are transformed when working with a shared and participatory management model, as well as the dimensions and behaviours that influence people within this management model, the impact of the model on the company, workers, society and clients.



Clarification:

This document tries to give a vision and an approach towards other management models and to avoid the traditional models based on the principle of Taylorism. On the one hand there is the one who thinks and on the other, the one who works; the first individual makes the decisions and controls the fulfilment of their orders, the second individual carries out the orders without any type of participation.

There are innumerable management models and ways of organising, at first and in the project’s conception that did not lead to the development of these materials, we started from the premise of a model called ‘Shared Responsibility’.

Throughout the development of this project, in meetings with various experts, as well as during the testing phase of this document, some participants suggested a change in the model’s name to ‘Shared and Participatory management’, since the one chosen initially could lead to errors and misinterpretations.

For this reason, and without forgetting the basis of the project that aims for a ‘proposal’, throughout this document we speak of ‘Shared and participatory management’, rather than ‘shared responsibility’.

References

Rivas, L.A. (2009), “Evolución de la teoría de la organización”. En Revista Universidad & Empresa, Universidad del Rosario

FUNDACIÓN EUROPEA para la Mejora de las Condiciones de Vida y de Trabajo (1998) Nuevas formas de organización del trabajo: ¿puede Europa aprovechar su potencial?

Eurofound (2000) Direct Participation and the Modernisation of Work Organisation, Keith Sisson, European Foundation for the Improvement of Living and Working Conditions

Aon Hewitt (2017), Tendencias Globales de Compromiso de Empleados 2017

Óscar García Valdivieso, (2010), Cuando la propiedad no quiere ceder el poder

Eurofound (2015), Sexta Encuesta europea sobre las condiciones de trabajo

Adegui (2017), Guía de la nueva cultura de empresa

Confebask, (2015) Un modelo de relaciones laborales del futuro

Padrea arizmendiarereta (2004), Nuevo Modelo de Empresa”, que, basado en el conocimiento y dignidad de las personas, responda a los nuevos retos de la empresa 4.0.

Jose Miguel Harta Sánchez, (2002), Perfil dinámico de la cultura organizacional de los directivos públicos mexicanos.

 
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