3.4. The relationship with the company in a shared and participatory management model

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As we have been seeing throughout this unit, the shared and participatory management model implies:

Promote innovation and the ability of the organization to transform threats into opportunities in a more efficient way than its competitors.

This change in the orientation strategies of the company will lead in changes into all key processes which are part of the reality of the organization:

Organizations based on talent are evolving from hierarchical systems of control to a more ambiguous systems based on trust.
From the typical organization chart where those on the top were giving orders and instructions to everybody through very well-defined functions, there is a trend to work in a matrix structure, where traditional functions and responsibilities are inter-related in different activities or concrete projects.

The intra-entrepreneur model should be placed between these two models, where the typical functions of the hierarchical model become a professional services system offered to different projects, structured based on business units.

Little by little organizational chart unit has started to be left aside, the system is outsourced the pyramid is inverted in order to make sure the information about the needs and exigencies of the clients flows in a smooth way an influence in a more direct way the decision of managers.
Business units are closer to the client and they create value for the company.

The versatility of people inside this new model is obtained through the rotation and the necessary training, which is reinforces by their technical qualification in order to work the most critical positions (design, welding, painting, etc.) and their participation in multi-disciplinary teams.

In shared and participatory management models, the recruitment policies (both internal and external), promotion and training are mutually supported and reinforced.

Leaders will be the ones who will be assuming the role of trainers and who will foster the socialization programs, acting as trainers of teams. Their main goal will be to motivate people, stimulating their creativity in order to continue exercising their responsibility with the client, improving productivity and the services of a company.

Managing the company in a changing environment with increasing innovations and competitiveness requires acting continuously in a strategic way; to be said, to plan, manage, assess, decide… taking into account the essential aspects of the business, those supporting growth, without letting the management to be a deviation from the long-term strategies.

In order to support the development of a stable competitiveness, companies need to acquire an appropriate management model which allow a strategic alignment of all spheres of the company- the organizational chart, processes, technologies, policies, policies of managing people, culture and leadership- and act as a global and integrative framework for different business actions.
The adaptation ability and management of change constitute a crucial asset in order to successfully compete in the new socio-economic environment and business fabric.

Consequently, companies need to evolve to organizational and functioning schemes similar to the ones of the interaction ecosystems and continuously adapt to the environment. They will need foresee movements and signals as well as to be quick in interpreting the information, making decisions and being flexible to develop and implement innovative solutions with ease, which are the key to drive into change and make challenges to become opportunities.

The shared and participatory management model works according to a principle that states that people provide an added value in a trustworthy and free environment. Likewise, it affirms that people can contribute more if they are given the opportunity to do so as well as the responsibilities are given, instead of being always controlled.

But this business model implies that all people from the organization know the new relationship scheme and to be committed to some basic principles that could be summarized as follows:


To act both internally and externally in an ethical way, based on solidarity, generosity and with a long-term approach.


Put people as the real axis of the company and search for their personal as well as professional development.


To be transparent with all people working in the organization, facilitating the flow of the real necessary and relevant information and work to be sure that the information is easily understandable and legible.


Share important decisions with all people of the company through assemblies or real and effective participation formulas.


Work actively in teams, in a committed and responsible manner in order to achieve all the established objectives as a common agreement.


Participate in all relevant decision-making processes for the organization in order to achieve the common good beyond the particular interest.


Put the commitment and the service for clients as a priority, beyond schedules or a timetable, which will be an annual global reference.


Do not use dismissal as a tool for regulating the activity.


Conduct a distribution of tasks as results within all workers of the organization,


Delete all control mechanism for people. As, for example, the clock in of the arrivals and leaves.


Allocate part of time of the result of the activity to projects committed with the wellbeing of the society.

And which are the most important values in this model?

  • Shared common vision: illusions, ideals, commitments, feeling of belonging to a common project, teamwork, mission and values
  • Knowledge comes from experience sharing and innovation from knowledge
  • Shared learning in self-managed teams
  • The autonomy for decision making processes and tolerance to mistakes that the new model implies
  • Working teams constitute the system to foster the participation of people in the company
  • Teams are dynamic and have direct contact with the environment, mainly clients and providers
  • Workers are motivated and it leads to a feeling that they are important for the organization and increases their commitment towards the company
  • There is a shared vision of the problems of the company through a knowledge based on fluid communication

Some of the challenges that the sector needs to face in order to consolidate the new relationship strategy between the company and the worker in this new model are:

  • Globalization. In fact, one of the main challenges of the companies of the metal sector for the implementation of these new management models start from their markets, which are completely globalized.
  • The strategy to face all these changes is the adaptation and preparation of the necessary people, as the project will be always carried out with people.
  • Integration, understood as the complete satisfaction of the internal personnel as well as the client. Training is the tool which allows and facilitates the excellency.
  • The big challenge in big companies and the society is to taking benefit of all the possibilities new technologies offer.
  • The differentiating factor lies on the knowledge the worker has and which should be exploited through his/her behaviour. Companies are working on it, new techniques are increasingly being applied, which promote the relation between people, complicity among them and solidarity beyond the business projects.
  • Technological development (research and development) and preparation of workers.
  • Quality of the product, quality of the service.
  • Flexibility in the production. Companies which are not ready to be flexible in the production are the ones suffering most. The flexibility is achieved through a competitive, multitasking personnel and teamwork.

All the previously mentioned points within a sector which has changed from a low-qualified worker in Taylorist working structures and business organization models to a worker of knowledge, highly-qualified who needs a different environment and structures.

To give an answer to these needs implies to have employees with high capacity of creating knowledge and able to become part of the new professional relationship model as well as part of the whole organization itself.

Therefore, the development of a new model of professional relationship in the sector is crucial.

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