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A small agency began utilization of a participatory management system.
Unlike some organizations which did so half-heartedly, this agency
obtained training for personnel throughout the organization. The
changeover was very well done, resulting in the hoped for synergy.
This bred new ideas and dedication, which led to success followed by
growth.
As the agency grew, it became more and more difficult to bring the wide
ranging (both in distance and ideas) personnel together. That is,
it took a lot to gather the participants for the participatory
management system. At the same time that the amount of
collaboration was decreasing, another issue was arising. The
increasing distance and size were leading the top level managers to feel
as though they were losing their grasp on the situation. When
problems began to arise at the farthest reaches of the organization, it
was decided that they were due to a lack of central control. The
insufficient participation from the branches in question was not
appreciated as a significant factor.
The prescription came down from above: various levels of reporting
would be done. These would attempt to measure quality and
productivity. Deadlines and thresholds were established. If a unit
scored below a prescribed numeric threshold, or if a report was late,
there were sanctions. Some sanctions were subtle, but the message
was clear: The minimum thresholds will be exceeded, or else.
The staff who completed the reports- or who were the subjects of the
reports– were dubious when the mechanisms were rolled out.
However, the tools were presented as methods to improve the quality of
service. No one wanted to be seen as being against quality.
Gradually, everyone made some effort to comply with the reporting
regimen.
However, upper level management began to receive reports that they did
not care for. The reports pointed to shortcomings in many areas.
Soon, the sanctions were redirected. Reporting in an accurate
manner was no longer a focus of discussion. Instead, there would
be negative consequences if the quantitative thresholds were not met.
Within a relatively short period of time the measurements were within
the prescribed limits. Management rejoiced because their approach
had worked.
But what had the staff improved? Their performance in key job
functions? Or, their ability to file reports in ways that obtain
the highest rewards and the least pain? If you were the recipient
of the reports how would you know the difference?