participative management

13,363 views

Published on

Published in: Education, Business
3 Comments
6 Likes
Statistics
Notes
No Downloads
Views
Total views
13,363
On SlideShare
0
From Embeds
0
Number of Embeds
29
Actions
Shares
0
Downloads
674
Comments
3
Likes
6
Embeds 0
No embeds

No notes for slide

participative management

  1. 1. PRESENTED BY :- JASPREET KAUR SODHI
  2. 2.
  3. 3. Participative Management -A Technique Of Motivation
  4. 5. COMPONENTS OF EFFECTIVE MGT.
  5. 6. What is Participative Management?
  6. 7. CHARACTERISTICS OF PARTICIPATIVE MANAGEMENT
  7. 8. PARTICIPATIVE MANAGEMENT
  8. 9. What Is Participative Mgt.?
  9. 10.
  10. 11. The Road To Prof. Success
  11. 12. DEMOCRATIC LEADERSHIP ORGANIZATION
  12. 13. PARTICIPATIVE MANAGEMENT ORGANIZATION SCI/BU
  13. 14. ORGANIZATION
  14. 15. ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES PARTICIPATIVE MGT MOTIVATION =success ORGANIZATION Bus. and Econ. with SCI/BU
  15. 16. 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
  16. 17. Managerial Leadership
  17. 18. Motivation and Leadership in the Twenty-first Century <ul><li>Motivation </li></ul><ul><ul><li>Security and pay are no longer enough </li></ul></ul><ul><li>Leadership </li></ul><ul><ul><ul><ul><li>Diversity </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Flexibility </li></ul></ul></ul></ul>
  18. 19. Highly Motivated Employees Are Critical to organizations’ Success <ul><ul><ul><li>PARTICIPATIVE MANAGEMENT </li></ul></ul></ul><ul><li>Motivation : </li></ul><ul><ul><li>The set of forces that cause people to behave in certain ways </li></ul></ul>
  19. 20. Satisfied Employees Are More Productive and More Committed <ul><li>Job Satisfaction: </li></ul><ul><ul><li>Degree of enjoyment employees derive from doing their jobs </li></ul></ul><ul><li>High Morale: </li></ul><ul><ul><li>An overall positive employee attitude toward the workplace </li></ul></ul><ul><ul><li>Low Turnover: A low percentage of employees leave each year </li></ul></ul>MORALE TURNOVER TURNOVER MORALE
  20. 21. Why Participative Mgt.?
  21. 22. How to implement participative mgt.?
  22. 23. <ul><li>Challenge the process </li></ul><ul><li>Inspire a shared vision </li></ul><ul><li>Enable others to act </li></ul><ul><li>Model the way </li></ul><ul><li>Encourage the heart </li></ul>Five Fundamental Participative management
  23. 24. Disadvantages:-
  24. 25. NEED FOR PARTICIPATIVE MANAGEMENT IN NURSING
  25. 26. NEED OF PARTICIPATIVE MANAGEMENT IN NURSING
  26. 27. ELEMENTS OF PARTICIPATIVE MGT.
  27. 28.
  28. 29. PURPOSES OF PARTICIPATIVE MGT.
  29. 30. MOTIVATION
  30. 31.
  31. 32. PERFORMANCE
  32. 33. <ul><li>We are thinking. It seems to me. I was wondering. I don’t know but. </li></ul><ul><li>What would happen if we were to do _____? </li></ul><ul><li>Let’s brainstorm. Let’s think outside of the box. </li></ul><ul><li>How would you improve this? </li></ul><ul><li>The word I is generally replaced by the word WE </li></ul>
  33. 34.
  34. 35. CONCEPT OF TEAM BUILDING <ul><li>Team building is method of participative management </li></ul><ul><li>It encourages a commitment ,creativity, support and the growth of the individual, the unit ,and the organization. </li></ul>
  35. 36. 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).”
  36. 37. Common Need <ul><li>The overriding need of all people working for the same organization: to make the organization profitable . </li></ul>
  37. 38. Team Leadership <ul><li>What is a Team? </li></ul><ul><li>A team comprises a group of people link in a common purpose. </li></ul><ul><li>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. </li></ul>
  38. 39. Characteristics of a Team Leader
  39. 40. OBJECTIVES OF TEAM BUILDING
  40. 41.
  41. 42. Why Teams Work <ul><li>Teams initiate change. </li></ul>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.
  42. 43. Why Teams Work <ul><li>Teams are natural problem solving devices. </li></ul>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.
  43. 44. Why Teams Work <ul><li>Teams are collections of the organization’s best assets. </li></ul>Each team member has specific talents. By combining individuals in team fashion, all of these talents are joined to work toward a common goal.
  44. 45. <ul><li>SHARING AUTHORITY THROUGH DELEGATION </li></ul>
  45. 46. <ul><li>Common response: </li></ul><ul><li>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.. </li></ul>
  46. 47.
  47. 48. Benefits of Participative Management
  48. 49. EXCELLENT CARE DELIVERY TO PATIENT
  49. 50. Increase Productivity (Effectiveness and efficiency)
  50. 51. BETTER COMMUNICATION
  51. 52. REDUCED TURNOVER & ABSENTISM
  52. 53. Better Decisions
  53. 54. Employee Morale <ul><li>. </li></ul>
  54. 55. IMPROVED JOB SATISFACTION
  55. 56. Greater trust
  56. 57. Better Teamwork
  57. 58. FASTER ADAPTATION TO CHANGE
  58. 59.
  59. 60. Interest and concern .
  60. 61. Recognize and enhance talents in others
  61. 62. Recognize and work around weaknesses in others
  62. 63. Communication particularly listening
  63. 64. CONFLICT RESOLUTION
  64. 65. NEGOTIATION
  65. 66. COMPROMISE
  66. 67. SYNERGY
  67. 68. SELF CONTROL
  68. 69. TEACHABILITY
  69. 70. FLEXIBILITY
  70. 71. THE PRINCIPLES OF SYNERGY
  71. 72. Strategies for Enhancing Job Satisfaction and Morale <ul><li>Reinforcement/behavior modification </li></ul><ul><li>Management by objectives </li></ul><ul><li>Participative management </li></ul>
  72. 73. Equity Theory <ul><li>Employees evaluate their treatment relative to the treatment of others </li></ul><ul><ul><li>Inputs: Employee contributions to their jobs </li></ul></ul><ul><ul><li>Outputs: What employees receive in return </li></ul></ul><ul><li>The perceived ratio of contribution to return determines perceived equity </li></ul>
  73. 74. Reinforcement / Behavior Modification Theory Positive Reinforcement Punishment When rewards are tied directly to performance When negative consequences are attached directly to undesirable behavior
  74. 75. 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
  75. 76. “ Four E’s of Leadership” <ul><li>E  A high energy level </li></ul><ul><li>E  The ability to energize others around common goals </li></ul><ul><li>E  The edge to make tough decisions </li></ul><ul><li>E  The ability to consistently execute and deliver on promises </li></ul>
  76. 77. Participative Management Styles <ul><li>During the 1970s, when Japanese-style management was all the rage, </li></ul><ul><li>William Ouchi, took the Theory X, Theory Y concept one step further: </li></ul><ul><li>Theory Z. </li></ul><ul><li>This is the participative model. </li></ul>
  77. 78. Theory X <ul><li>Theory X Managers assume the average worker </li></ul><ul><li>is gullible and not very bright. </li></ul><ul><li>is indifferent to the organization's needs. </li></ul><ul><li>dislikes work. </li></ul><ul><li>is motivated only by financial incentives. </li></ul><ul><li>must be closely supervised. </li></ul>
  78. 79. Theory Y
  79. 80. The Human Resources Model Theory X and Theory Y <ul><li>Theory X </li></ul><ul><li>People are lazy. </li></ul><ul><li>People lack ambition and dislike responsibility. </li></ul><ul><li>People are self-centered. </li></ul><ul><li>People resist change. </li></ul><ul><li>People are gullible and not very bright. </li></ul><ul><li>Theory Y </li></ul><ul><li>People are energetic. </li></ul><ul><li>People are ambitious and seek responsibility. </li></ul><ul><li>People can be selfless. </li></ul><ul><li>People want to contribute to business growth and change. </li></ul><ul><li>People are intelligent. </li></ul>
  80. 81. Theory X and Theory Y Management
  81. 82. 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 .
  82. 83. WHAT PARTICIPATIVE MANAGEMENT IS ‘NOT’? <ul><li>1. It is not permissiveness. </li></ul><ul><li>2. It is not weakness. </li></ul><ul><li>3. It is not involvement in trivia. </li></ul><ul><li>4. It does not mean giving up authority </li></ul><ul><li>5. It does not mean giving up all decision making. </li></ul><ul><li>6. It does not mean postponing action.. </li></ul><ul><li>  </li></ul>
  83. 84. Conclusion <ul><li>You give worker an inch and he gives you back a mile </li></ul><ul><li>If applied properly participative mgt acts as a boon and increases efficiency, effectiveness and performance of employee and work performed by them </li></ul>
  84. 85. ANY QUERIES SCI/BU KEEP SMILING

×