
Chapter 3 n Implementing an Effective IQ Environment 99
While this increased quality, one study showed that QCs could have
negative financial impact, mostly because of overly bureaucratic governance
structures.
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4. Participative Management:
Participative Management means that managers share their power
and influence by seeking Employees’ input with a minimum veto power.
While this led to a significant increase in empowerment, the Command-
and-Control Structure remained dominantly in place, with management
making the decisions after evaluating the employee input.
5. Self-Directed Teams:
Self-directed teams represent a real transformation in the power struc-
ture, for here management gives up its veto in clearly defined areas of
responsibility. Teams plan, conduct, improve, and evaluate their own
work. Team members are often cross-trained, and may work directly with
Customers and Suppliers.
More than 45 years of data confirm the conclusion that Reengineering
the workplace around high-performance self-directed teams produces
significant performance gains.
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Failure Cause: Maintaining Outmoded Management Practices
Outmoded management practices, such as employee ranking and even the traditional
performance appraisal by one’s supervisor, are inaccurate at best and harmful at
worst.
Obstacles to self-directed teams include:
Conflict in manager’s and staff
■n
objectives and motives. Managers