User:Spfeff22/sandbox
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1. Organizational Culture
Adapted from:
Bassalobre Garcia, A., & Gomes Maziero, V. (2015, June 1). Influence of organizational culture on participatory management in health organizations.. Retrieved October 16, 2015, from http://eds.a.ebscohost.com/eds/detail/detail?vid=8&sid=84ecbddc-c2c8-4d4c-8dba-46fd9d101ae0@sessionmgr4001&hid=4211&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ==#AN=109789796&db=ccm
In order to achieve an organizational culture, there are different management techniques. Participatory management is just one of these several management techniques. Participatory management can help decentralize and share management responsibilities. It allows for a multidisciplinary process. The entire team is brought in to collaborate and integrate new ideas. The distribution of authority and power is dispersed among group members. This allows for effect criticism and construction from group members.
2. Perceptions on Participatory Management
Adapted from:
Jones, N., & Filos, E. (2015, July 1). Exploring perceptions on participatory management of NATURA 2000 forest sites in Greece. Retrieved October 16, 2015, from http://www.sciencedirect.com/science/article/pii/S1389934115000593
This article discusses the acceptance of participatory management in society. It investigates the social factors that influence the levels of acceptability. They discuss the management of two forested protected areas in Greece and it parting in participatory management. They explored people's perceptions on the matter and instigated a questionnaire to the communities. They asked if the citizens had trust in their institutions, contained social trust, and trust in their social networks. Majority of the people prefered for their local communities to be involved in decision making, as well as having state actors. The factors that they asked in their questioner have a huge impact on a citizen's perceptions and rather they agree with participatory management or not.
3. How Participatory Management improves Managing techniques
From Water Poverty to Water Prosperity--A More Participatory Approach to Studying Local Water Resources Management
Adapted from:
Wilk, J., & Jonnson, A. (2013, February 1). From water poverty to water prosperity- A more participatory approach to studying local water resources management. Retrieved October 16, 2015, from http://web.a.ebscohost.com/ehost/detail/detail?sid=e2b130e0-5ddd-4950-bed6-08ea307d3539@sessionmgr4003&crlhashurl=login.aspx%3fdirect%3dtrue%26scope%3dsite%26db%3deih%26AN%3d85133538%26ErrorURL%3dhttp%253A%252F%252Flinksource%2
This article describes how the water poverty index (WPI) in Madhya Pradesh, India was achieved. The Water Poverty Index (WPI) is a tool designed for integrated analysis of water issues. They achieved their index by using participatory exercises. THey gained existing statistical data, quantitative information from census and local records by participatory institutions. This article is important because it displays how participatory management can help achieve a common goal.
4. Participatory workplace activities, employee-level outcomes and the mediating role of work intensification.
Adapted from:
Ogbannaya, C., & Danat, V. (2015). Participatory workplace activities, employee-level outcomes and the mediating role of work intensification. . Retrieved October 16, 2015, from http://eds.a.ebscohost.com/eds/detail/detail?vid=3&sid=84ecbddc-c2c8-4d4c-8dba-46fd9d101ae0@sessionmgr4001&hid=4203&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ==#db=bth&AN=102690957
This article presents a study whose purpose is to understand the impacts of participative decision-making and information-sharing activities and how it affects employee attitudes and well-being. The study was performed using the data taken from the 2009 National Centre for Partnership and Performance survey on employees’ attitudes and expectations of the workplace. Structural equation modelling was used to test the direct effects of participative decision-making and information sharing on job satisfaction, organizational commitment and job strain, and simultaneously, the mediating role of work intensification in these relationships was examined. The study found that participative decision-making activities produced overall favourable effects on employee attitudes and well-being; these effects may be explained by decreases in work intensification. The impacts of information sharing on employee attitudes and well-being were generally unfavourable and fully mediated by increases in work intensification. This is important because it displays that participatory workplace activities produce favourable effects among employees attitudes.
5. EDUCATIONAL PRACTICES AS A TOOL FOR PARTICIPATORY MANAGEMENT: A REFLEXION.
Adapted from:
Carlos Fenernandos, M., Cavalcante, J., & Dafne, P. (2014). EDUCATIONAL PRACTICES AS A TOOL FOR PARTICIPATORY MANAGEMENT: A REFLEXION.. Retrieved October 16, 2015, from http://eds.a.ebscohost.com/eds/detail/detail?sid=84ecbddc-c2c8-4d4c-8dba-46fd9d101ae0@sessionmgr4001&vid=6&hid=4211&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ==#AN=103983834&db=ccm
This article reflects on education practices as a tool for Participatory Management and on its implication for nursing care in primary health care. The reflective analysis is drawn from the principles and guidelines of the Unified Health SYstem and educational practices in participatory management. Social control has been the focus of attention in different spaces of construction of the Unified Health System. It is a strategy to democratize power, a channel of claim for social participation, becoming a tool to enable participative management. Social participation in councils is still fragile, which indicates the need for emancipatory educational practices that empower council members and make them active subjects in the process, with implications for nursing care. This article is important because it describes the need for participatory management in order to give employees more of a voice and a better working environment.