In these models, the people define a common vision, which is reflected in the organisation as a whole through a positive state of mind for its people, which encourages neurological interaction within networks, allowing the people within it to be more open and have new ideas.
The most fundamental components of the impact of this model on companies are:
- Level of autonomy in decision making.
- Autonomy, its level is proportional, insofar as decision-making is decentralised and workers perceive that they have control.
- Participation and participatory management.
It is a common opinion that the economic remuneration of the people who make up the organisation must be aligned with the company’s situation and productivity, with the employees being able to participate in some way in the company’s results.
As far as clients are concerned, the behaviour and attitudes of employees directly influence the client’s perception of the company. Clients can be seen as ‘partial employees’ as they contribute from a technical (what they do) and functional (how they do it) perspective to the quality of service.
Finally, from society’s point of view, companies must be involved in social activities and take into account the benefit for society.
Throughout these pages we have given an introduction as to how a company can change its management model. Now comes the most complicated thing, setting some business objectives, agreed with the people who make up the organisation, internally analysing the organisation and establishing a strategy for ‘x’ years, with its objectives and goals, defining a business culture and working on a management model according to the strategy defined by all people in the organisation, to evolve towards a participatory business model.
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