14619174 Final Presentation Participative Management

PRESENTED BY :JASPREET KAUR SODHI 1

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Participative Management 3

COMPONENTS OF EFFECTIVE MGT. 5

What is Participative Management? 6

CHARACTERISTICS OF PARTICIPATIVE MANAGEMENT 7

PARTICIPATIVE MANAGEMENT

What Is Participative Mgt.?

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The Road To Prof. Succ ess

DEMOCRATIC LEADERSHIP ON TI IZA AN RG O

PARTICIPATIVE MANAGEMENT ORGANIZATION SCI/BU

O GA R ION T ZA NI

ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES PARTICIPATIVE MGT MOTIVATION =success E Bus. and con. with ION GANIZAT OR SCI/BU

Managerial Styles Autocratic Style Democratic Style Free-rein Style Contingency Approach The appropriate style in any situation is contingent on the unique elements of that situation

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 Motivation: The set of forces that cause people to behave in certain ways PARTICIPATIVE MANAGEMENT

Satisfied Employees Are More Productive and More Committed Job Satisfaction: TURNOVER TURNOVER MORALE MORALE 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

Why Participative Mgt.?

How to implement participative mgt.?

Five Fundamental Participative management Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart

Disadvantages:-

NEED FOR PARTICIPATIVE MANAGEMENT IN NURSING 25

NEED OF PARTICIPATIVE MANAGEMENT IN NURSING 26

ELEMENTS OF PARTICIPATIVE MGT. 27

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PURPOSES OF PARTICIPATIVE MGT. 29

MOTIVATION 30

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PERFORMANCE 32

•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 33

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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. 35

What Is A Team? According to Webster's Ninth Edition: “A team is a number of persons associated together in work or activity: as a group on one side (as in football or debate).” 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.

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. 38

Characteristics of a Team Leader 39

OBJECTIVES OF TEAM BUILDING 40

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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 45

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.. 46

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Benefits of Participative Management 48

EXCELLENT CARE DELIVERY TO PATIENT 49

Increase Productivity (Effectiveness and efficiency) 50

BETTER COMMUNICATION 51

REDUCED TURNOVER & ABSENTISM 52

Better Decisions 53

. Employee Morale 54

IMPROVED JOB SATISFACTION 55

Greater trust 56

Better Teamwork 57

FASTER ADAPTATION TO CHANGE 58

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Interest and concern. 60

Recognize and enhance talents in others 61

Recognize and work around weaknesses in others 62

Communication particularly listening 63

CONFLICT RESOLUTION 64

NEGOTIATION 65

COMPROMISE 66

SYNERGY 67

SELF CONTROL 68

TEACHABILITY 69

FLEXIBILITY 70

THE PRINCIPLES OF SYNERGY 71

Strategies for Enhancing Job Satisfaction and Morale Reinforcement/beha vior 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 Punishment When negative consequences are attached directly to undesirable behavior Positive Reinforcement When rewards are tied directly to performance

Management by Objectives Collaborative Goal-setting Communica ting Organizatio nal Goals & Plans Collaborati ve Goal Setting & Planning Periodic Review Evaluatio n Meeting Setting Verifiable Goals & Clear Plans Counseling Identifying Resources

“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. 77

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. 78

Theory Y 79

The Human Resources Model Theory X and Theory Y Theory X  People are lazy.  People lack ambition and dislike responsibility.  People are selfcentered.  People resist change.  People are gullible and not very 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 81

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

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.. 83

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 Conclusion

KEEP SMILING ANY QUERIES SCI/BU

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