PRESENTED BY :-

JASPREET KAUR SODHI 1

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Participative
Management 3
COMPONENTS OF EFFECTIVE MGT.

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What is Participative Management?

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CHARACTERISTICS OF PARTICIPATIVE
MANAGEMENT

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PARTICIPATIVE MANAGEMENT
What Is Participative
Mgt.?
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 The
Road
To
Prof.
Succ
ess
DEMOCRATIC
LEADERSHIP

ON
ATI
N I Z
G A
OR
PARTICIPATIVE
MANAGEMENT

ORGANIZATION

SCI/BU
 I O N
A T
NI Z
G A
OR
 ACHIEVEMENT OF
ORGANIZATIONAL
OBJECTIVES

PARTICIPATIVE MGT

MOTIVATION
=success

Econ. with
Bus. and

G AN I ZATION
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:
Degree of enjoyment
employees derive from doing

TURNOVER
MORALE

TURNOVER

MORALE
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

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NEED OF PARTICIPATIVE
MANAGEMENT IN NURSING

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ELEMENTS OF PARTICIPATIVE MGT.

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 PURPOSES OF
PARTICIPATIVE MGT.
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MOTIVATION

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PERFORMANCE

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•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

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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.

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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.

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Characteristics of a Team Leader

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OBJECTIVES OF TEAM BUILDING

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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
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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..

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Benefits of Participative
Management
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EXCELLENT CARE DELIVERY TO
PATIENT

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Increase Productivity (Effectiveness
and efficiency)

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BETTER COMMUNICATION

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REDUCED TURNOVER & ABSENTISM

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Better Decisions

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.

Employee Morale
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IMPROVED JOB SATISFACTION

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Greater trust

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Better Teamwork

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FASTER ADAPTATION TO CHANGE

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Interest and concern.

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Recognize and enhance talents in others

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Recognize and work around weaknesses
in others

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Communication particularly listening

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CONFLICT RESOLUTION

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NEGOTIATION

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COMPROMISE

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SYNERGY

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SELF CONTROL

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TEACHABILITY

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FLEXIBILITY

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THE PRINCIPLES OF SYNERGY

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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
Collaborati
ting
ve Goal Periodic Evaluatio
Organizatio
Setting & Review n
nal Goals &
Planning
Plans
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.

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 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.

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Theory Y

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The Human Resources Model
Theory X and Theory Y

Theory X Theory Y
 People are lazy.  People are energetic.
 People lack ambition  People are ambitious
and dislike and seek
responsibility.
responsibility.
 People can be
 People are self- selfless.
centered.  People want to
 People resist change. contribute to business
 People are gullible and growth and change.
not very bright.  People are intelligent.
Theory X and Theory Y
Management

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 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.

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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..

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 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
 KEEP
SMILING

ANY QUERIES

SCI/BU
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