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Participative Management
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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 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
PARTICIPATIVE MANAGEMENT
Satisfied Employees Are More Productive and More Committed
Job Satisfaction:
TURNOVER TURNOVER MORALE MORALE
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
WE
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CONCEPT OF TEAM BUILDING
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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
Positive Reinforcement
When rewards are tied directly to performance
Management by Objectives
Collaborative Goal-setting
Communica ting Organizatio nal Goals & Plans
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.
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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
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
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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’?
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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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