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PRESENTED BY :- : 

PRESENTED BY :- JASPREET KAUR SODHI 1 TEAM CONCEPT IN PARTICIPATIVE MANAGEMENT

Slide 2: 

2

Slide 3: 

3 Participative Management -A Technique Of Motivation

COMPONENTS OF EFFECTIVE MGT. : 

COMPONENTS OF EFFECTIVE MGT. 5

What is Participative Management? : 

What is Participative Management? 6

CHARACTERISTICS OF PARTICIPATIVE MANAGEMENT : 

CHARACTERISTICS OF PARTICIPATIVE MANAGEMENT 7

PARTICIPATIVE MANAGEMENT : 

PARTICIPATIVE MANAGEMENT

What Is Participative Mgt.? : 

What Is Participative Mgt.?

Slide 10: 

10 RELATIONSHIP B/W LEADERSHIP,MOTIVATION & PARTICIPATIVE MANAGEMENT

Slide 11: 

The Road To Prof. Success

Slide 12: 

DEMOCRATIC LEADERSHIP ORGANIZATION

Slide 13: 

PARTICIPATIVE MANAGEMENT

Slide 15: 

ACHIEVEMENT OF ORGANIZATIONAL OBJECTIVES PARTICIPATIVE MGT MOTIVATION =success

Managerial Styles : 

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 : 

Managerial Leadership

Motivation and Leadership in theTwenty-first Century : 

Motivation and Leadership in theTwenty-first Century Motivation Security and pay are no longer enough Leadership Diversity Flexibility

Highly Motivated Employees AreCritical to organizations’ Success : 

Highly Motivated Employees AreCritical 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 : 

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.? : 

Why Participative Mgt.?

How to implement 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 Five Fundamental Participative management

Disadvantages:- : 

Disadvantages:-

NEED FOR PARTICIPATIVE MANAGEMENT IN NURSING : 

NEED FOR PARTICIPATIVE MANAGEMENT IN NURSING 25

NEED OF PARTICIPATIVE MANAGEMENT IN NURSING : 

NEED OF PARTICIPATIVE MANAGEMENT IN NURSING 26

ELEMENTS OF PARTICIPATIVE MGT. : 

ELEMENTS OF PARTICIPATIVE MGT. 27

: 

28

PURPOSES OF PARTICIPATIVE MGT. : 

PURPOSES OF PARTICIPATIVE MGT. 29

MOTIVATION : 

MOTIVATION 30

Slide 31: 

31

PERFORMANCE : 

PERFORMANCE 32

Slide 33: 

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

Slide 34: 

34

CONCEPT OF TEAM BUILDING : 

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? : 

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 : 

Common Need The overriding need of all people working for the same organization: to make the organization profitable.

Team Leadership : 

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 : 

Characteristics of a Team Leader 39

OBJECTIVES OF TEAM BUILDING : 

OBJECTIVES OF TEAM BUILDING 40

Slide 41: 

41

Why Teams Work : 

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 : 

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 : 

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.

Slide 45: 

SHARING AUTHORITY THROUGH DELEGATION 45

Slide 46: 

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

Slide 47: 

47

Benefits of Participative Management : 

Benefits of Participative Management 48

EXCELLENT CARE DELIVERY TO PATIENT : 

EXCELLENT CARE DELIVERY TO PATIENT 49

Increase Productivity (Effectiveness and efficiency) : 

Increase Productivity (Effectiveness and efficiency) 50

BETTER COMMUNICATION : 

BETTER COMMUNICATION 51

REDUCED TURNOVER & ABSENTISM : 

REDUCED TURNOVER & ABSENTISM 52

Better Decisions : 

Better Decisions 53

Employee Morale : 

Employee Morale . 54

IMPROVED JOB SATISFACTION : 

IMPROVED JOB SATISFACTION 55

Greater trust : 

Greater trust 56

Better Teamwork : 

Better Teamwork 57

FASTER ADAPTATION TO CHANGE : 

FASTER ADAPTATION TO CHANGE 58

Slide 59: 

SKILLS REQUIRED IN PARTICIPATIVE MANAGEMENT 59

Interest and concern. : 

Interest and concern. 60

Recognize and enhance talents in others : 

Recognize and enhance talents in others 61

Recognize and work around weaknesses in others : 

Recognize and work around weaknesses in others 62

Communication particularly listening : 

Communication particularly listening 63

CONFLICT RESOLUTION : 

CONFLICT RESOLUTION 64

NEGOTIATION : 

NEGOTIATION 65

COMPROMISE : 

COMPROMISE 66

SYNERGY : 

SYNERGY 67

SELF CONTROL : 

SELF CONTROL 68

TEACHABILITY : 

TEACHABILITY 69

FLEXIBILITY : 

FLEXIBILITY 70

THE PRINCIPLES OF SYNERGY : 

THE PRINCIPLES OF SYNERGY 71

Strategies for Enhancing Job Satisfaction and Morale : 

Strategies for Enhancing Job Satisfaction and Morale Reinforcement/behavior modification Management by objectives Participative management

Equity Theory : 

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 : 

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 ObjectivesCollaborative Goal-setting : 

Identifying Resources Counseling Setting Verifiable Goals & Clear Plans Meeting Management by ObjectivesCollaborative Goal-setting Collaborative Goal Setting & Planning Communicating Organizational Goals & Plans Periodic Review Evaluation

“Four E’s of Leadership” : 

“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 : 

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 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

Slide 79: 

79 Theory Y

The Human Resources ModelTheory X and Theory Y : 

The Human Resources ModelTheory 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 : 

81 Theory X and Theory Y Management

Theory Z : 

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’? : 

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

Slide 84: 

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

Slide 86: 

86