Participative Management -A Technique Of Motivation
COMPONENTS OF EFFECTIVE MGT.
What is Participative Management?
CHARACTERISTICS OF PARTICIPATIVE MANAGEMENT
What Is Participative Mgt.?
The Road To Prof. Success
DEMOCRATIC LEADERSHIP ORGANIZATION
PARTICIPATIVE MANAGEMENT ORGANIZATION SCI/BU
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
Motivation and Leadership in the Twenty-first Century
Security and pay are no longer enough
Highly Motivated Employees Are Critical to organizations’ Success
The set of forces that cause people to behave in certain ways
Satisfied Employees Are More Productive and More Committed
Degree of enjoyment employees derive from doing their jobs
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
NEED FOR PARTICIPATIVE MANAGEMENT IN NURSING
NEED OF PARTICIPATIVE MANAGEMENT IN NURSING
ELEMENTS OF PARTICIPATIVE MGT.
PURPOSES OF PARTICIPATIVE MGT.
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).”
The overriding need of all people working for the same organization: to make the organization profitable .
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
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)
REDUCED TURNOVER & ABSENTISM
IMPROVED JOB SATISFACTION
FASTER ADAPTATION TO CHANGE
Interest and concern .
Recognize and enhance talents in others
Recognize and work around weaknesses in others
Communication particularly listening
THE PRINCIPLES OF SYNERGY
Strategies for Enhancing Job Satisfaction and Morale
Management by objectives
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