Family Farming Cooperatives: the Case of the Mixed Cooperative of Family Farmers of the Ipanema Valley

This article addresses cooperativism in the context of family farming, based on the experience of the Cooperativa Mista de Agricultores Familiares do Vale do Ipanema (COOPANEMA) based in the municipality of Águas Belas, Pernambuco, Brazil. This is a reflection on the importance of COOPANEMA for local social and economic development. We used qualitative and descriptive methodology supported by case studies, interviews, and documentary and bibliographic surveys. The cooperative maintains a participative management, with good administrative quality, thanks to its specialized accounting, technical and legal assistance. We conclude that COOPANEMA is a socially consolidated institution, regarded as a reference in cooperative management, acting in the execution of actions and occupying seats in forums, municipal and regional public policy councils, thus contributing to local development.

Analysis of WhatsApp as a communicational tool for participative management in pedagogical spaces

This study aims to assess whether WhatsApp as a pedagogical space can be considered an instrument of participatory management, according to an educational institution's experience in the northern region. It is qualitative work. We researched five subjects who use this application as a pedagogical space to detect their perception of their effectiveness in using this instrument for this purpose. The results showed that this communicational tool could contribute to implementing participatory management in professional and technological education institutions.

Impact of Transformation Into a Green Organization on Production Quality

The main goal of this paper is to demonstrate the impact of transformational leadership, participative management and empowerment in a green organization on the quality index. A quality index is one of the basic indicators monitored continuously in all production companies today. The first part reviews the literature on the impact of transformational leadership, participative management and empowerment, which are the basis of green organization on the quality of production. In the research part an analysis was performed in three enterprises located in Poland. It includes results showing how transformational leadership, participative management and empowerment influence work involvement and quality index in green organizations.

Agency Action: Removing Pebbles

The identification and removal of sources of frustration and inefficiency requires a partnership of leaders and health care professionals. This participative management process treats health care professionals as trusted and respected colleagues. It results in a more friendly work environment and a cohesive team that is able to more readily navigate the occupational challenges that arise. The process of identifying and removing pebbles starts with an unrushed conversation with the health care professionals of a given work unit. The local challenges that often surface in these discussions frequently involve disorganization and processes that diminish meaning or that impede caring for patients.

How Participation Management Influences Work Engagement: The Mediating Role of Perceived Fit and Leader-Member Exchange

How does participative management influence work motivation? The empirical evidence is mixed. We bridged contradictory findings by proposing previously unexamined mediational mechanisms that link participative management practices to work engagement. The results show that participative management practices have the potential to prompt employees to act in line with the organization's goal and values that, in turn, leads to work engagement. In particular, person-organization (PO) fit, need-supply (NS) fit, and leader-member exchange (LMX) are central to setting the relations among participative management practices, perceived fit, and work engagement. The results suggest that participative management should provide multiple avenues to fulfill human needs, thus strengthening employee engagement at work.

Can participative management practices be applied in an authoritarian culture

Purpose of this paper This paper aims to discuss the case of implementing participative management practices to support changes required following the introduction of a new strategy in a Russian bank. It provides a detailed description of the entire process including the methods implemented and the results achieved. The case study provides insights on how to extend participative management into an organization set in a context of strict regulative policies and an authoritarian culture. Design/methodology/approach The paper presents a case study on how participative management practices were implemented in a Russian bank and provides insights from the case. Findings The findings indicate some successful practices of participative management which can be implemented to identify problems/needs and assist with quick and collaborative decision-making for change without breaking strict banking normative procedures. Practical implications The paper provides insights for further implementation of participative management practices into organizations in an authoritarian context. Originality/Value The paper presents empirical evidence of participative management implementation. This is uncommon for Russian organizations, where the authoritarian culture dominates. Other researchers and managers can use this paper as a source to guide changes within other companies and sectors in similar cultures.