In the past year I have found myself in two consulting situations where management said it wanted to operate in a participative decision‐making mode. That is, management said it wanted to share information with the people to be directly affected by the decision, and give them real input into the decision‐making process. One was in a labour relations situation at a television station. The other was in a university marketing situation where diversification into a new area of education was being considered. In both situations there arose the issue of how inclusive the management consulting report should be that was to be shared with many different people not in the traditional management decision‐making line.
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