PRESENTED BY :JASPREET KAUR SODHI

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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

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

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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

• 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 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”
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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

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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’?

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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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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