This study aims to explore and analyze managers' perspectives on organizational democracy. A narrative review with a descriptive analysis approach was conducted. Relevant literature was systematically collected from reputable academic databases, including Google Scholar, Scopus, PubMed, as well as Persian databases like Civilica, Noormags, Magiran, and SID. The review focused on studies published in the last decade (2014-2024) that directly address managers' perspectives on organizational democracy. The selected literature was analyzed to extract and synthesize key themes related to the study's objectives. The review identified four key themes: 1) Managers' understanding of organizational democracy varies significantly, influenced by cultural and organizational contexts. 2) Managers' attitudes toward implementing organizational democracy range from supportive, viewing it as a tool for enhancing performance and employee satisfaction, to skeptical, concerned about potential inefficiencies. 3) The perceived impact of organizational democracy on performance is mixed, with some managers recognizing its benefits in increasing innovation and reducing conflicts, while others highlight challenges like decision-making delays. 4) Resistance to and barriers against adopting organizational democracy were noted, particularly due to concerns over losing control and structural complexities in larger organizations. The study concludes that managers' perspectives on organizational democracy are deeply influenced by organizational culture, previous experiences, and perceived operational efficiency. For successful implementation, it is crucial to address these concerns through targeted training, supportive infrastructure, and adaptive management strategies that align with specific organizational contexts. Further research is recommended to explore the long-term effects of organizational democracy and to develop new theoretical models that better explain the role of managers in this process.