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participative management participative management Presentation Transcript

  • PRESENTED BY :- JASPREET KAUR SODHI
  • Participative Management -A Technique Of Motivation
  •  
  • COMPONENTS OF EFFECTIVE MGT.
  • What is Participative Management?
  • CHARACTERISTICS OF PARTICIPATIVE MANAGEMENT
  • PARTICIPATIVE MANAGEMENT
  • What Is Participative Mgt.?
  • The Road To Prof. Success
  • DEMOCRATIC LEADERSHIP ORGANIZATION
  • PARTICIPATIVE MANAGEMENT ORGANIZATION SCI/BU
  • ORGANIZATION
  • ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES PARTICIPATIVE MGT MOTIVATION =success ORGANIZATION Bus. and Econ. with SCI/BU
  • Managerial Styles Contingency Approach The appropriate style in any situation is contingent on the unique elements of that situation Autocratic Style Democratic Style Free-rein Style
  • Managerial Leadership
  • Motivation and Leadership in the Twenty-first Century
    • Motivation
      • Security and pay are no longer enough
    • Leadership
          • Diversity
          • Flexibility
  • Highly Motivated Employees Are Critical to organizations’ Success
        • PARTICIPATIVE MANAGEMENT
    • Motivation :
      • The set of forces that cause people to behave in certain ways
  • Satisfied Employees Are More Productive and More Committed
    • Job Satisfaction:
      • Degree of enjoyment employees derive from doing their jobs
    • High Morale:
      • An overall positive employee attitude toward the workplace
      • Low Turnover: A low percentage of employees leave each year
    MORALE TURNOVER TURNOVER MORALE
  • Why Participative Mgt.?
  • How to implement participative mgt.?
    • Challenge the process
    • Inspire a shared vision
    • Enable others to act
    • Model the way
    • Encourage the heart
    Five Fundamental Participative management
  • Disadvantages:-
  • NEED FOR PARTICIPATIVE MANAGEMENT IN NURSING
  • NEED OF PARTICIPATIVE MANAGEMENT IN NURSING
  • ELEMENTS OF PARTICIPATIVE MGT.
  • PURPOSES OF PARTICIPATIVE MGT.
  • MOTIVATION
  • PERFORMANCE
    • We are thinking. It seems to me. I was wondering. I don’t know but.
    • What would happen if we were to do _____?
    • Let’s brainstorm. Let’s think outside of the box.
    • How would you improve this?
    • The word I is generally replaced by the word WE
  • CONCEPT OF TEAM BUILDING
    • Team building is method of participative management
    • It encourages a commitment ,creativity, support and the growth of the individual, the unit ,and the organization.
  • What Is A Team? According to Webster's Ninth Edition : In other words, when one person cannot accomplish a job alone and several individuals must cooperate to fulfill a mission, you need a team. The better the cooperation, communication, and coordination among team members, the more efficient the team. “ A team is a number of persons associated together in work or activity: as a group on one side (as in football or debate).”
  • Common Need
    • The overriding need of all people working for the same organization: to make the organization profitable .
  • Team Leadership
    • What is a Team?
    • A team comprises a group of people link in a common purpose.
    • Team Leader leads by positive example & try to convert a team environment in which all team members can reach their highest potential, both as team members and as people.
  • Characteristics of a Team Leader
  • OBJECTIVES OF TEAM BUILDING
  • Why Teams Work
    • Teams initiate change.
    Often those at the top of the organization are challenged by what changes are necessary within an organization. Teams provide a valuable source of feedback.
  • Why Teams Work
    • Teams are natural problem solving devices.
    A team setting opens up new communication lines. Because of the necessity of communication within a team, members encounter problems and challenges in early stages and are able to head them off with greater efficiency and success.
  • Why Teams Work
    • Teams are collections of the organization’s best assets.
    Each team member has specific talents. By combining individuals in team fashion, all of these talents are joined to work toward a common goal.
    • SHARING AUTHORITY THROUGH DELEGATION
    • Common response:
    • I will be darned if I let my people make the decisions when I am the one who is responsible for the operation. If it’s a bad decision, my head will roll, not theirs..
  • Benefits of Participative Management
  • EXCELLENT CARE DELIVERY TO PATIENT
  • Increase Productivity (Effectiveness and efficiency)
  • BETTER COMMUNICATION
  • REDUCED TURNOVER & ABSENTISM
  • Better Decisions
  • Employee Morale
    • .
  • IMPROVED JOB SATISFACTION
  • Greater trust
  • Better Teamwork
  • FASTER ADAPTATION TO CHANGE
  • Interest and concern .
  • Recognize and enhance talents in others
  • Recognize and work around weaknesses in others
  • Communication particularly listening
  • CONFLICT RESOLUTION
  • NEGOTIATION
  • COMPROMISE
  • SYNERGY
  • SELF CONTROL
  • TEACHABILITY
  • FLEXIBILITY
  • THE PRINCIPLES OF SYNERGY
  • Strategies for Enhancing Job Satisfaction and Morale
    • Reinforcement/behavior modification
    • Management by objectives
    • Participative management
  • Equity Theory
    • Employees evaluate their treatment relative to the treatment of others
      • Inputs: Employee contributions to their jobs
      • Outputs: What employees receive in return
    • The perceived ratio of contribution to return determines perceived equity
  • Reinforcement / Behavior Modification Theory Positive Reinforcement Punishment When rewards are tied directly to performance When negative consequences are attached directly to undesirable behavior
  • Management by Objectives Collaborative Goal-setting Identifying Resources Counseling Setting Verifiable Goals & Clear Plans Meeting Collaborative Goal Setting & Planning Communicating Organizational Goals & Plans Periodic Review Evaluation
  • “ Four E’s of Leadership”
    • E  A high energy level
    • E  The ability to energize others around common goals
    • E  The edge to make tough decisions
    • E  The ability to consistently execute and deliver on promises
  • Participative Management Styles
    • During the 1970s, when Japanese-style management was all the rage,
    • William Ouchi, took the Theory X, Theory Y concept one step further:
    • Theory Z.
    • This is the participative model.
  • Theory X
    • Theory X Managers assume the average worker
    • is gullible and not very bright.
    • is indifferent to the organization's needs.
    • dislikes work.
    • is motivated only by financial incentives.
    • must be closely supervised.
  • Theory Y
  • The Human Resources Model Theory X and Theory Y
    • Theory X
    • People are lazy.
    • People lack ambition and dislike responsibility.
    • People are self-centered.
    • People resist change.
    • People are gullible and not very bright.
    • Theory Y
    • People are energetic.
    • People are ambitious and seek responsibility.
    • People can be selfless.
    • People want to contribute to business growth and change.
    • People are intelligent.
  • Theory X and Theory Y Management
  • Theory Z Managers assume the average worker wants to be involved in managing a company and building trust among all organizational members is central to raising productivity .
  • WHAT PARTICIPATIVE MANAGEMENT IS ‘NOT’?
    • 1. It is not permissiveness.
    • 2. It is not weakness.
    • 3. It is not involvement in trivia.
    • 4. It does not mean giving up authority
    • 5. It does not mean giving up all decision making.
    • 6. It does not mean postponing action..
    •  
  • Conclusion
    • You give worker an inch and he gives you back a mile
    • If applied properly participative mgt acts as a boon and increases efficiency, effectiveness and performance of employee and work performed by them
  • ANY QUERIES SCI/BU KEEP SMILING