title: Implementation of a participatory management model: analysis from a political perspective.
abstract: OBJECTIVE
  To 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.
  
  
  BACKGROUND
  Implementing a Participatory Management Model involves change because it is focused on the needs of patients and encourages decentralisation of power and shared decisions.
  
  
  METHODS
  The 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.
  
  
  RESULTS
  Participatory 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.
  
  
  CONCLUSIONS
  Managers 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.
  
  
  CONCLUSIONS
  Innovative management models encourage accountability, increased motivation and satisfaction of nursing staff, and improve the quality of care.
authors.affiliation: College of Nursing at Ribeirao Preto, University of Sao Paulo, Ribeirao Preto, Sao Paulo, Brazil.
authors.forename: Andrea
authors.initials: A
authors.lastname: Bernardes
authors.affiliation: Faculty of Nursing, University of Alberta, Edmonton, AB, Canada.
authors.forename: Greta
authors.initials: G
authors.lastname: G Cummings
authors.affiliation: College of Nursing at Ribeirao Preto, University of Sao Paulo, Ribeirao Preto, Sao Paulo, Brazil.
authors.forename: Carmen Silvia
authors.initials: CS
authors.lastname: Gabriel
authors.affiliation: College of Nursing at Ribeirao Preto, University of Sao Paulo, Ribeirao Preto, Sao Paulo, Brazil.
authors.forename: Yolanda Dora
authors.initials: YD
authors.lastname: Martinez Évora
authors.affiliation: College of Nursing at Ribeirao Preto, University of Sao Paulo, Ribeirao Preto, Sao Paulo, Brazil.
authors.forename: Vanessa
authors.initials: V
authors.lastname: Gomes Maziero
authors.affiliation: Network of Innovation for Senior's Care at Covenant Health, Edmonton, AB, Canada.
authors.forename: Glenda
authors.initials: G
authors.lastname: Coleman-Miller
mesh_terms: D000416:Alberta; D003142:Communication; D003657:Decision Making; D005260:Female; D006779:Hospitals, Public / Q000458:organization & administration*; D006801:Humans; D007400:Interprofessional Relations; D008297:Male; D015401:Nursing Administration Research; D009741:Nursing Staff, Hospital / Q000458:organization & administration* / Q000523:psychology; D009745:Nursing, Supervisory / Q000458:organization & administration*; D009936:Organizational Innovation; D011057:Politics; D011209:Power, Psychological; D016730:Program Development; D015397:Program Evaluation; D036301:Qualitative Research; D058996:Quality Improvement / Q000458:organization & administration
keywords: administration; nursing; organisation; power