August 2017, Vol.5, No.8, pp:

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1 August 2017, Vol.5, No.8, pp: Research Paper Analyzing the Relationship between Participative Management and Climate and Effectiveness of Staff (Department of Education and Training in Zanjan) Leyla Asadi 1, Rasool Davoudi *2 1.Department of Administration, Zanjan Branch, Islamic Azad University, Zanjan, Iran. 2.Department of Administration, Zanjan Branch, Islamic Azad University, Zanjan, Iran. Available online at: Received 18 th February 2017, Accepted 9 th May 2017 Abstract The organizations need effective and efficient managers and employees to achieve development. As the official representative of organization for coordination and increasing productivity, the managers are at the head of organization. The success of organization in achieving goals depends on management style. However, this study aimed to investigate the relationship between participative management and organizational climate and organizational effectiveness of staff in Department of Education and Training in Zanjan. This was applied descriptive- correlation study. The population consisted of all employees in Department of Education and Training in Zanjan (N= 278). Using Cochran formula and simple random sampling method, 161 subjects were selected as sample. The research tool included two questionnaires: Choopani s Participatory Management Questionnaire and Talcott Parsons s Effectiveness Questionnaire. The validity of questionnaires was assessed and approved by supervisor professor and experts. The Cronbach's alpha was used to test the reliability of questionnaires and the reliability of participatory management and organizational effectiveness questionnaires was determined to be 0.93 and 0.94, respectively. Using SPSS 24, the collected data were analyzed using descriptive (frequency, percentage, mean, standard deviation) and inferential (Pearson correlation, linear regression, independent t- test, and ANOVA) statistics. The findings showed that there was significant relationship between all components of participatory management and organizational effectiveness of staff in Department of Education and Training in Zanjan (r= 0.71, p= 0.000); the increased participatory management may increase effectiveness. Keywords: Participative Management, Climate, Effectiveness, Department of Education and Training in Zanjan.. Introduction Today, the problem of human resources and inability of organizations in optimal use of employees potentials, particularly at expert levels, is one of the problems which affects organizations. This reduces the effectiveness of organization and leads to inability to compete in national and international arenas. The different organizations use different ways to solve the problem of human resources; the participative management is one of the most common and most important styles. According to many existing realities, the success of most large companies depends on using this management style appropriately; it develops the capacity of individual employees, creates a spirit of self-confidence, responsibility, commitment, and ultimately leads to their effectiveness. If the implementation of participative management and its components will be successful, it will have benefits and outcomes such as improved human relations between management and employees, strengthened motivation of employees, improved workflow within organization, creativity and innovation, reduced goods and services costs, increased organizational belonging sense of employees, alignment between objectives of employees and organization, and increased effectiveness. The today's society is an organizational community and the major part of people life is spent in different organizations. If these organizations have more effectiveness, the organizational life of people will improve. The participative management system is a dynamic management system which plays an important role in development of human resources an d general development *Correspondent Author : Rasool Davoudi rasolrd@yahoo.com process. As a desirable and effective system, this management system has been tested theoretically and practically; now, it is used in developed and developing countries and has a good position (Golestan Hashemi, 2003). The participative management is actually a combination of several management theories. The active involvement of all employees and managers to achieve a common goal is a basic principle in this leadership model. The main objective should be defined and understood by all individuals (Staiten, 2005). Hoy and Miskel (1994) conducted many studies on participation of teachers in educational institutions and investigated the correlation between participation, motivation, and satisfaction. They concluded that: 1. The opportunity to participate in educational organizations is an important factor in commitment of teachers to their educational organizations. 2. The participation in decision-making is positively correlated with satisfaction of teachers from teaching. 3. Regardless of their dependency needs levels, the teachers expect to be involved in decision-making, especially in important decision-makings (Mirkamali, 1996). After explaining their proposed hybrid model which is consistent with Parsons social system, Hoy and Miskel (1994) used research conducted in 1970s to offer four components of school organizational effectiveness: A) Adaptability and innovation. This is associated with adaptive function which connects the ability of organizations to change their operating procedures with internal and external forces which lead to change. In schools, the adaptability and innovation may be defined as ability of professional coaches 390

2 to determine change forces and creating new policies and new measures for new requests. B) Academic achievement which corresponds with function of target acquisition. Speaking about performance, many parents, government policy makers, and scientists define specifically the organizational effectiveness. Usually, they mean the student scores in standardized tests which measure the cognitive skills. While many of them acknowledge other criteria, they typically ignore the school's role in development of motivation, creativity, self-confidence, and aspirations of students for future success in school and life. C) Job satisfaction which corresponds with oneness function. The formal studies of job satisfaction was not began until Hawthorne studies in early 1930s. Since then, the job satisfaction has been widely considered in many studies. The results of these research represent that there is relationship between job satisfaction and various aspects of behavior and training of teachers in schools. D) Important interests of life as a sign of maintaining patterns of social systems function. This may be defined as a set of attitudes which determine the performance of people to conduct their favorite tasks in selected situations. Thus, the dependency and conflict are developed in favorite areas (Hoy & Miskel; translated by Abbaszadeh, 2003, pp ). According to above, this study aims to analyze the relationship between participative management and organizational climate, and organizational effectiveness of staff at Department of Education and Training in Zanjan. Methodology This was applied descriptive- correlation study. The population consisted of all employees in Department of Education and Training in Zanjan (N= 278). Using Cochran formula and simple random sampling method, 161 subjects were selected as sample. The research tool included two questionnaires: Choopani s Participatory Management Questionnaire (2015) and Talcott Parsons s Effectiveness Questionnaire. The validity of questionnaires was assessed and approved by supervisor professor and experts. The Cronbach's alpha was used to test the reliability of questionnaires and the reliability of participatory management and organizational effectiveness questionnaires was determined to be 0.93 and 0.94, respectively. Using SPSS 24, the collected data were analyzed using descriptive (frequency, percentage, mean, standard deviation) and inferential (Pearson correlation, linear regression, independent t-test, and ANOVA) statistics. Findings Descriptive analysis of data Gender: Table 1: Distribution of subjects in terms of gender Gender Frequency Percentage Male Female According to above table, 145 subjects (90.10 percent) are men and 16 subjects (9.90 percent) are women. Education level: Table 2: Distribution of subjects in terms of education level Education degree Frequency Percentage Associate Bachelor Master P.H.D According to above table, the highest and lowest percentage and frequency was for bachelor degree (= 87 subjects, percent) and Ph.D. degree (= 6 subjects, 3.70%), respectively. Work experience: Table 3: Distribution of subjects in terms of years of service Years of service Frequency Percentage under 10 years to 20 years to 30 years

3 According to above table, the highest and lowest frequency and percentage was for 21 to 30 years of services (= 111 subjects, 68.90%) and under 10 years of service (= 6 subjects, 3.70%), respectively. Inferential analysis Table 4: Pearson test data Participative management First hypothesis: There is relationship between participative management and organizational effectiveness of staff in Department of Education and Training in Zanjan. The Pearson correlation coefficient was used to investigate the relationship between participative management and organizational effectiveness of staff in Department of Education and Training in Zanjan. The test data are provided in following table. Pearson correlation coefficient Variables effectiveness Pearson correlation coefficient.599** Sig. level.000 Number 161 According to above table, the Pearson correlation coefficient between participative management and organizational effectiveness of staff is significant under 0.01 (Sig. = 0.00). Therefore, it can be concluded that there is direct and significant correlation between participative management and organizational effectiveness of staff with 99% confidence level; the increased participative management may increase the organizational effectiveness of staff. Therefore, the first hypothesis is confirmed. Second hypothesis: There is relationship between staff s participation in goal-setting and components of organizational effectiveness. The Pearson correlation coefficient was used to investigate the relationship between staff s participation in goal-setting and components of organizational effectiveness. The test data are provided in following table. Table 5: Pearson test data Participation in goal-setting Pearson correlation coefficient Variables Effectiveness components Total effectiveness Innovation Achieving goals Unity Health Pearson correlation coefficient.828**.576**.744**.848**.813** Sig. level Number According to above table, the Pearson correlation coefficient between participation in goal-setting and components of organizational effectiveness is significant under 0.01 (Sig. = 0.00). Therefore, it can be concluded that there is direct and significant correlation between participation in goal-setting and components of organizational effectiveness with 99% confidence level; the increased participation in goal-setting may increase the components of organizational effectiveness (innovation, business purpose, unity, health, and total effectiveness). Therefore, the second hypothesis is confirmed. Third hypothesis: There is difference between participative management components and organizational effectiveness in terms of demographic variables (gender, education degree, and work experience). A) Gender The independent T-test is used to investigate the difference between participative management components and organizational effectiveness in terms of gender (female and male). The result is provided in following table. Table 6: Independent t-test data for analyzing the variables in terms of gender Variables Gender Number Mean Standard deviation Degree of freedom t-value Mean difference Sig. level Participative management effectiveness Male Female Male Female According to above table, the t-test is not significant for any of variables under Therefore, there is no significant difference between male and female employees in Department of Education and Training in Zanjan in terms of participative B) Work history 392

4 Table 7: ANOVA result for work history Model Differences Sum of squares Degree of freedom Mena of squares F value Sig. level Participatory Between group Management Within group effectiveness of staff Total Between group Within group Total According to above table, the ANOVA is not significant in any of studied variables. Therefore, there is no difference between employees with different work history (under 10 years, 10 to 20 years, and above 20 years) in terms of participative C) Education degree Table 8: ANOVA result for education degree Model Differences Sum of squares Degree of freedom Mena of squares F value Sig. level Participatory Between group Management Within group effectiveness of staff Total Between group Within group Total According to above table, the ANOVA is not significant in any of studied variables. Therefore, there is no difference between employees with different education degrees (Associate, bachelor, master, and Ph.D.) in terms of participative Conclusion and recommendations The hypothesis analysis data showed that the Pearson correlation coefficient between participative management and organizational effectiveness of staff is significant under 0.01 (Sig. = 0.00). Therefore, it can be concluded that there is direct and significant correlation between participative management and organizational effectiveness of staff with 99% confidence level; the increased participative management may increase the organizational effectiveness of staff. The management research results show that the human resources are the main assets of organizations. The effective and efficient use of personnel and human potentials may ensure the success and effectiveness of organization; the appropriate management style is necessary to achieve this goal (Tayebi et al., 2013). The participative management is a human relations and standards-based management style. The appropriate relationships between managers and employees is one of the most important factors in success of organizations. In organizations with hostile and unfair human relationships, the employees will not be motivated to cooperate with manager and the organization will fail to fulfill its obligations and will not achieve its goals. The employees participation will increase their motivation in solving organizational problems. Since the employees are provided with opportunities to mention their perspectives, they will try more to achieve organizational goals and increase the effectiveness of organization. According to Kim, the participative management is an effective process which involves individuals in decisionmaking, regardless of organizational hierarchy levels (Tayebi et al., 2013). However, this is consistent with existing theories and findings of Mirkamali (1992), Mirkamali (1995), Eslamipour (1994), Ranjbar (1998), and Roshandel Arbatani (2003). References Davis, k. & Newstrom jow. (1989). Human behavior at work organizational behavior, New York: Mc Graw. Hill. Davis, Keith & Newstrom, Johnw. (2002). behavior. 11 Th edition, Mcgraw Hill, USA. Enserink, B. & Koppenjan, J. (2007). "Public participation in china: sustainable urbanization and govermance, Management of Environmental Quality: An International journal vol. 18 Iss: 4, pp, Eqbal, F., Yar Mohammadi, M.H., Siyadat, A. (2008). Performance Evaluation of Human Resources Management in Esfahan University of Medical Sciences based on Excellence Model of European Quality Foundation using questionnaire and Performa. Volume XI, No. 34. Fallahi, V. (1995). Comparative study of relationship between participatory and autocratic management style and mental health in schools and some industrial enterprises in Shiraz. MA thesis in Educational Management, Tehran, Faculty of Psychology and Educational Sciences. Golestan Hashemi, M. (2003). Using innovative management practices in organization and training management. Abstract. Third Edition, published by Institute of Education. 393

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