Implementation of a participatory management model: analysis from a political perspective


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Abstract

AimTo analyse experiences of managers and nursing staff in the implementation of participatory management, specifically processes of decision-making, communication and power in a Canadian hospital.BackgroundImplementing a Participatory Management Model involves change because it is focused on the needs of patients and encourages decentralisation of power and shared decisions.MethodsThe study design is qualitative using observational sessions and content analysis for data analysis. We used Bolman and Deal's four-frame theoretical framework to interpret our findings.ResultsParticipatory management led to advances in care, because it allowed for more dialogue and shared decision making. However, the biggest challenge has been that all major changes are still being decided centrally by the provincial executive board.ConclusionsManagers and directors are facing difficulties related to this change process, such as the resistance to change by some employees and limited input to decision-making affecting their areas of responsibility; however, they and their teams are working to utilise the values and principles underlying participatory management in their daily work practices.Implications for nursing managementInnovative management models encourage accountability, increased motivation and satisfaction of nursing staff, and improve the quality of care.

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