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The way we are managed reflects principles we believe In, such as the ownership, respect for free will & freedom of choice, and the right to participation in democratic decision making processes.
The Total Participation Management (TPM) encompasses these principles, enriches internal cooperation and the management system with adequate people - centred concepts. It helps us to be coherent and aligned to the principles both within the organisation and in our work with stakeholders.
From its very beginning in 2007, IGO applied the rules of Total Participation Management as a philosophical as well as a practical approach to institutional learning and development. All our statutory bodies and procedures are aligned to national and European regulations but when it comes to organisational culture there are also significant differences in comparison with traditional management approaches.
Here you can find some basic differences between traditional management and TPM. (based on: Stocki et al., p. 25-26):
Aspects of functioning of an organisation
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Total Participation Management
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Traditional management
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Status of employees and members
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A person which participates fully
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A resource of the organisation
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Responsibility
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For his/her tasks, for him/herself, for his/her team and for the whole organisation
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For him/herself and for his/her tasks,
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Work-home relation
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A balance important because of the person in question
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A balance important because of effectiveness at work
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Motivation system
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Based on the assumption that the best way of motivation comes from the deep understanding of the purpose his/her work, of his/her responsibility, from empowerment and ability to make decisions in the organisation and from being aware of the outcomes of his/her work
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Based on the assumption that the best way of motivation is a desire to gain external prises or to avoid punishments
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Employees assessment system
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There are no individual assessments, in case of need there are team assessments, it is made mostly by the "market" basing on the objective outcome
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Is aimed to show what was done well and bad by the employee, it is a base for the development of the employee, often connected to the salary system
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Relations with the external environment
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Fully open organisation, there is a full participation of "clients" and partner organisations ("business partners"), the loyalty and trust is build on transparency and honest cooperation
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Semi-transparent borders, the participation of "clients" and partner organisations ("business partners") is not full, the cooperation is based on a limited trust and on the assumption of the conflict of interests
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Table based on: Ryszard Stocki, Piotr Prokopowicz, Grzegorż Żmuda, Pełna partycypacja w zarządzaniu, Wolters Kluwer Polska Sp. z o.o., Kraków 2008.
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