Managers are paid to manage and they should be free to do so without interference. Critically evaluate an aspect of the working relationship. Managers are paid to represent the owner with the responsibility to operate the business efficiently and manage employees effectively, in order to achieve the best profit and productivity from the business. Since they are agents of the owner and enjoy exclusive power – managerial prerogatives – they play an important role in managing all workplace assets. With appropriate use of control and employees (Loudoun, McPhail & Wilkinson 2009), it can be beneficial in facilitating the operation of the business as well as achieving the best outcome for the business. Although the manager has a high level of ability and rich experience on managerial aspects and managerial decision making, he does not have enough time and information to make a desirable decision. Moreover, managers mainly handle administrative tasks (Amar, Carsten, Bami, & Hlupic, 2012), they may not even be involved in daily front-line operations. Therefore, openness to the opinions of employees and unions will improve the quality of the decision taken (Wen & Zhou 2009) and management with diffuse leadership (Amar, Hentrich, Bastani & Hlupic 2012) with the involvement of employees and unions will lead to the success of the manager. Thus, the manager should not be free to manage without interference - employee and union participation. This essay will analyze both the advantages and disadvantages of employee and union participation and explain why the manager should not be free to manage without employee and union participation, even if they are paid. to manage. Firstly, it will demonstrate the benefits of employee and union participation...... middle of article ......nson, A 2009, Introduction to Employment Relations, 2nd edition, Pearson Australia, New Wales Southern Australia. McGuire, F., McGuire, D. & Sanderson, M. 2013, 'Exploring line managers' relationships with unions and the HR function', Strategic HR Review, vol. 12, no. 6, pp. 332. Papadimitriou, KD 2009, “Managerial prerogative and the right and duty of collective bargaining in Greece”, Comparative Labor Law & Policy Journal, vol. 30, no. 2, pp. 273. Townsend, K., Wilkinson, A. and Burgess, J. 2013, “Bridging the gaps: models of formal and informal participation”, Economic and Industrial Democracy, vol. 34, no. 2, pp. 337-354. Wen, L. & Zhou, H. 2009, “Capacity, openness and managerial decision-making”. Atlantic Economic Review, Vol. 37, no. 2, pp.197-208.Zwick, T. 2004, “Employee participation and productivity”, Labor Economic, vol. 11, no. 6 people. 715-740.