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Philip H. Levy’s Model of
Participatory Management
By Philip Levy
Introduction


The founder and president of PHL HP
Consulting Group, Inc., Dr. Philip Levy
created a model of management based on
Albert Einstein’s view on human interaction.
In one of his famous quotes, Einstein stated
that technology could possibly become a
barrier that prevents human interaction and
that this will subsequently breed a generation
of idiots. Einstein realized the importance of
human interaction, and Philip Levy used that
perspective to create his model of
Participatory Management.
About Participatory Management


In Participatory Management, employees are
given a chance to participate in the
company’s decision-making process. Not only
is this a great motivating force, but it also
encourages critical thinking and fosters
communication between the staff and
leaders. Sharing a part of the responsibility
with the staff makes them feel like they are
stakeholders, resulting in increased
motivation. Of course, the final decision will
still be in the hands of the leaders, and
following this model does not necessitate that
leaders give up their authority.

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Philip H. Levy’s Model of Participatory Management

  • 1. Philip H. Levy’s Model of Participatory Management By Philip Levy
  • 2. Introduction  The founder and president of PHL HP Consulting Group, Inc., Dr. Philip Levy created a model of management based on Albert Einstein’s view on human interaction. In one of his famous quotes, Einstein stated that technology could possibly become a barrier that prevents human interaction and that this will subsequently breed a generation of idiots. Einstein realized the importance of human interaction, and Philip Levy used that perspective to create his model of Participatory Management.
  • 3. About Participatory Management  In Participatory Management, employees are given a chance to participate in the company’s decision-making process. Not only is this a great motivating force, but it also encourages critical thinking and fosters communication between the staff and leaders. Sharing a part of the responsibility with the staff makes them feel like they are stakeholders, resulting in increased motivation. Of course, the final decision will still be in the hands of the leaders, and following this model does not necessitate that leaders give up their authority.