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Participative
Management Profile
The importance of helping leaders explore participative management became apparent as the
amount of confusion on the subject increased. Participative Management Profile fills the
need to have an inventory that not only clears up the ambiguities but provides simple,
straightforward self-assessment and feedback.
Overview
Building on the previous
research, we chose to create the Participative Management Profile (PMP)
as a model-based assessment rather than use empirically-based scaling.
In other words, we built a model based on the research and determined
scales using the model rather than using statistical analyses. The
model that PMP implements is normative; it specifies that under
certain conditions there is a "one best way" decision-making
mode. The PMP incorporates what we see as the five major aspects of an
optimized, decision-making process.
Although the instrument provides a style profile, we believe that
style is less important than clear thinking about decisions and
sensitivity to the needs of group members. The danger in focusing on
style is that the leader will see his/her profile as a set of
fingerprints that are difficult to change. We believe that a leader
can use any method of decision making well or badly, and the
difference comes from his/her analysis of situations and knowledge of
probable group member reactions. The PMP emphasizes effectiveness over
style.
Development
The development of the PMP centered around enhancing the Maier (1963)
model and writing items that illustrated the conditions under which
various modes of decision making were indicated. We included 20 common
work situations that were not restricted to business or for-profit
settings - ones with which most respondents would be able to identify.
The items were written to the model, five items per decision-making
mode. The instrument was then completed by creating an easy scoring
system, interpretive material, and an opportunity for doing some
action planning.
In each of the 20 situations represented by the PMP, there are cues to
which the respondents reacts in deciding how to decide. Not every
situation contains answers to all five of the questions from the
"Participative Management Tree." Overriding considerations
in some of the situations make it unnecessary to include complete
information. The items should not be thought of as miniature case
studies.
Administering the PMP
The PMP is an instrument intended for use with organizational leaders
at all levels. The 20 typical work situations provided charge the
leader with deciding how to decide. The respondent indicates one of
four modes of decision making, and a profile is constructed that
suggests the person's strengths and weaknesses in determining whether
and how to involve others in decision making. The instrument measures
the extent to which a leader optimizes commitment to implementing the
decision on the part of the work group.
The respondents read each of the 20 situations and decide which
decision-making method (Consultation, Command, Consensus, or
Convenience) is appropriate for that situation. They circle their
choices on the response form in their booklet. The PMP takes about
15-20 minutes to complete and 10 minutes to score.
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