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(1) Bryson, J. M., Quick, K. S., Slotterback, C. S., & Crosby, B. C. (2013). Designing Public Participation Processes. Public Administration Review, 73(1), 23-34. doi:10.1111/j.1540-6210.2012.02678.x

The purpose of this article is to show an evidence based analysis of how participatory management designs can better be implemented into the work force allowing management to become more cohesive and collaborative in structure. The article aims to show a science designed approach which suggests that effective public participation processes are grounded in analyzing context closely, while identifying the purposes of participation styles. I believe this article will have a positive contribution to the article as it presents a systematic and cross disciplinary analysis relevant to designing a better format for the participation process. The article also gives a systematic display of purposes, design considerations, and proposed outcome evaluations based on the criteria. The article will be useful as it reflects on participatory democracy, political sociology, participative decision making, the cycles of participatory management, multiple design guidelines for participatory management, legal requirements, and how participatory management can foster effective leadership. The article is intended to be a practical guideline for practitioners as they make decisions about the design of participation processes. The guidelines are general, but they do offer some important evidence based insights into hot to approach issues of context, purpose, leadership, process management, and evaluation.

(2) Bernardes, A., G. Cummings, G., Gabriel, C. S., Martinez Evora, Y. D., Gomes Maziero, V., & Coleman-Miller, G. (2015). Implementation of a participatory management model: analysis from a political perspective. Journal Of Nursing Management, (7), 888.

The aim of this article is analyze experiences of managers and nursing staff in the implementation of participatory management, specifically in the process of decision making, communication and levels of power. The article explains how implementing a participatory management model involves change because it is focused on the needs of patients and encourages decentralization of power and shared decisions. The study design is qualitative as it uses observational sessions and content analysis for data analysis. The article explains how participatory management led to advances in patient care, because it allowed for more dialogue and shared decision making. However, the article does point out the biggest challenge in being that all major changes are still decided centrally and by executive boards. Although this article is specifically in the context of healthcare management, I believe the concepts and procedures could be effective and relevant to the revisions we wish to make to participatory management as it relates to Public Administration. I do believe some information can be useful as it shows how managers and directors are experiencing difficulties related to this type of process, such as resistance to change from employees and limited input to decision making, which affects their areas of responsibility.

(3) Cheung, M. Y., & Wu, W. (2014). Leader–member exchange and industrial relations climate: Mediating of participatory management in China. Asia Pacific Journal Of Human Resources, 52(2), 255-275. doi:10.1111/j.1744-7941.2012.00050.x

This article examines the effects of leader-member exchange ( LMX) on the industrial relations climate(IRC) through effective participatory management as a leveraging mechanism in the Chinese context. LMX is the work related exchange relationship depicting the quality of supervisor- subordinate relationships within an organization. IRC describes the quality of labor-management relations within the organization and reflects the perceptions of organizational members about the conduct and practice of union management relations. The central premise is to show that LMX does not have a direct impact on IRC. Although this setting and background of this article is particular to China, I believe there is some relevant information which can effectively influence our revisions or insights regarding information on participatory management. One area of interest lies in how the IRC has been categorized into five dimensions : Harmony( employees are friendly working with top management), Apathy ( employees lack interest in discussing work issues), Hostility( employees are uncaring about any decisions made by top management), Openness( employees can openly raise their doubts or critisim on work), and Promptness( top management is quick to act in response to the work demands of employees).

(4)Čiutienė, R., & Petrauskas, P. (2012). MANAGEMENT BY OBJECTIVES USING COACHING. Economics & Management, 17(4), 1559-1563. doi:10.5755/j01.em.17.4.3029

The the aim of this article is to analyze how coaching is useful in increasing a company's competitiveness through management by objectives. The article examines the theoretical principles of management by objectives and the possibilities of applying coaching as a useful tool to involve employees to seek the strategy of the organization. I believe this article can be useful to our revisions as it specifically analyzes how management by objective can be applied in public sector organizations. The article also identifies how organizations need modern and effective tools to identify different levels of objectives. Although the article is from Lithuania, i do believe there is relevant and useful information.

(5)Tosi, H. L., Rizzo, J. R., & Carroll, S. J. (1970). Setting Goals In Management By Objectives. California Management Review, 12(4), 70-78

This article discusses management by objectives that is based on statements of purpose which direct the activities of organizations, organizational units, or individuals, and emphasizes change and future goals. The article identifies seven characteristics of management by objectives with a means-end analysis in MBO, three areas of developing personal objectives, three sources of management problems, and ten points to consider when developing criteria for evaluation, appraisal, and feedback. I believe this information will be useful as in analyzes the implementation of a MBO process which includes the development of goal statements, performance and personal objectives, procedures for participation in decision making and action plans.