Professional Documents
Culture Documents
NURSING MANAGEMENT
TRADITIONAL
THEORIES MODIFICATION CONTEMPORARY
Scientific
Management
Management
Science
Efficient Task System Approach
Performance Economic Technical
Rationality
Bureaucratic Subsystem &
Environment
Model
Human Relation
Authority & Structure
Contingency View
Administrative Behavourial
Theory Science
Psychology, No Best Method
Frederick W. Taylor
(1856 – 1917)
Man as a Mechanism in
the Factory
Developed theory called
“Scientific Management”
Measured precisely the rate at
which certain tasks were
performed, or the precise
shovel blade size to shove most
effectively
Instituted
“rest periods” to
maximize endurance
Worked to maximize efficiency
Changed piece-work rates so
workers got more per piece if
they were more productive
“The copper bosses shot you, Joe. They shot you, Joe,” says I.
“Takes more than guns to kill a man,” says Joe, “I didn’t die.”
Complaints Against
Taylorism
Taylorism is only useful for
managing “children,” “morons,” and
the “mentally retarded.” (Argyris)
Called “the main cause of the
main causes of our ills and
troubles in industry and
management today”
(Pollard)
“The copper bosses shot you, Joe. They shot you, Joe,” says I.
“Takes more than guns to kill a man,” says Joe, “I didn’t die.”
Gantt and Williams
Towards a More Sensitive
Workplace
Come all you workers and hear what I say, They're trying to plunder the
eight-hour day,
Won by our forbears in a bloody campaign, So rise up and be in the struggle
Gantt and Williams
Towards a More Sensitive
Workplace
Identified 4 management
functions
Planning
Organizing
Command
Coordination
Control
Luther Gulick (1937)
Expanded management
activities
Planning
Organizing
Staffing
Directing
Coordinating
POSDCoRB
Reporting
Budgeting
Find drawing to put in this
slide!!!!
Four Principles of
Scientific Management
1. Study the way employees perform
their tasks, gather informal job
knowledge that employees
possess, and experiment with ways
of improving the way tasks are
performed
Four Principles of
Scientific Management
1. Codify the new methods of
performing tasks into written rules
and standard operating procedures
Four Principles of
Scientific Management
1. Carefully select employees so
that they possess skills and
abilities that match the needs
of the task, and train them to
perform the task according to
the established rules and
procedures
Four Principles of
Scientific Management
BUREAUCRATIC
MODEL
RATIONAL-LEGAL/AUTHORITY
3. A well-defined hierarchy of
authority
Dimensions of Bureaucracy
An impersonality in
interpersonal relations
Participative management
Initiated as an attempt to
investigate how characteristics of
the work setting affect employee
fatigue and performance (i.e.,
lighting)
Found that productivity increased
regardless of whether illumination
was raised or lowered
The Hawthorne Studies_2
Self-actualizing – a more
accurate concept to explain
Human Motivation
“Complex man”
No two people are exactly alike.
Douglas McGregor
Taught in Psychology and
Industrial Management in MIT
Introduced Theory X and Theory
Y
Bridging the gap between the
management and labor
Douglas McGregor
Theory X (classical)
workers are lazy and want to be
told what to do and have decisions
made for them
Douglas McGregor
Theory X
Average employee is lazy,
dislikes work, and will try to do
as little as possible
Manager’s task is to supervise
closely and control employees
through reward and punishment
Douglas McGregor
Theory Y (based on
developments in social
sciences)
employees want autonomy, job
satisfaction, responsibility, and will
work hard when they are
appreciated
Douglas McGregor
Theory Y
Employees will do what is good for
the organization when committed
Manager’s task is to create a work
setting that encourages commitment
to organizational goals and provides
opportunities for employees to be
exercise initiative
Douglas McGregor
Theory Y
Theory Y required a change in
management, not a change in the
worker or the workplace
Formalized ideas many good
managers already practiced but
could not define
Also credited with inadvertently
fathering the Human Potential
Movement
Contributions of Behavioral
Science
Understanding of individual
motivation, group behavior
interpersonal relationship at work
and the importance of work to
human beings
Continue to contribute new
insights in important areas as
leadership, conflict, power,
organizational change and
communication
Limitations of Behavioral
Science
TRADITIONAL
THEORIES MODIFICATION CONTEMPORARY
Scientific
Management
Management
Science
Efficient Task System Approach
Performance Economic Technical
Rationality
Bureaucratic Subsystem &
Environment
Model
Human Relation
Authority & Structure
Contingency View
Administrative Behavourial
Theory Science
Psychology, No Best Method
Contingency Viewpoint
Systems Viewpoint
Behavioral Viewpoint
Traditional Viewpoint
1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
Development of company-specific
skills & moderately specialized
career path
Implicit, informal control mechanisms
supported by explicit, formal
measures
Japanese Theory Z
Characteristics of a Theory Z
INPUTS
Human, physical, TRANS- OUTPUTS
financial, and FORMATION Products
information and
resources PROCESS Services
Feedback
loops
Adapted from Figure 2.4
The Contingency Perspective
Contingency Viewpoint
Behavioral Viewpoint
How managers influence others:
• Informal Group
• Cooperation among employees
• Employees’ social needs
Contingency Viewpoint
Managers’ use of other viewpoints
to solve problems involving:
• External environment
• Technology
• Individuals
Adapted from Figure 2.5
An Example of the
Contingency Perspective
Joan Woodward’s Research
Discovered that a particular
management style is affected by
the organization’s technology.
Identified and described three
different types of technology:
Small-batch technology
Mass-production technology
Continuous-process technology
The Quantitative Perspective
This
approach has four basic
characteristics:
1. A decision-making focus
2. Development of measurable
criteria
3. Formulation of a quantitative
model
4. The use of computers
The Quantitative Perspective
Decision-Making Focus
The primary focus of the
quantitative approach is on
problems or situations that require
direct action, or a decision, on the
part of management.
The Quantitative Perspective
Measurable Criteria
The decision-making process
requires that the decision maker
select some alternative course of
action.
The alternatives must be compared
on the basis of measurable criteria.
The Quantitative Perspective
Quantitative Model
To assess the likely impact of each
alternative on the stated criteria, a
quantitative model of the decision
situation must be formulated.
Computers
Computers are quite useful in the
problem-solving process.
Management in the 21st
Century
William Ouchi’s Theory Z
Japanese-style
approach to
management developed
Advocates trusting employees and
making them feel like an integral
part of the organization.
Based on the assumption that once
a trusting relationship with workers
is established, production will
increase.
Total Quality Management
Informational roles
•Recipient role
•Disseminator role
•Spokesperson role
Understanding Functions of
Management
Roles of managers (Mintzberg)
Decision roles
•Entrepreneurial role
•Disturbance-handler role
•Resource allocator role
•Negotiator role
Why Management is essential
for any Organization?
Managers are charged with the
responsibility of taking actions that
will make it possible for individuals to
make their best contributions to
group objectives
Applies to small or large organization
Profit or non-profit organizations
Manufacturing or service industries
Profit org
Non-profit org Surplus
Money
Time
Materials
Personal dissatisfaction
e. g.
VS
I&O
Bedmaking
Goals of Managers?
Productivity
Effectiveness
Efficiency
Hospital Process
e.g. nurse-HN-NS-CN
Relationships within
organizations
Components of Chain of Command
Layers or levels – simple to complex
Authority
Accountability
Lines of Authority
Lines of Accountability
Reporting relationships
Upward direction means accountable to
individual in the higher level
Taken together means chain of command
Types of Organizational
Structure
Tall or Centralized Structure
Matrix Structure
Parallel Organizations
Types of Organizational
Structure
Tall or Centralized Structure
Usually narrow
Decision-making authority and power
held by few persons in central
positions
Persons in authority are responsible
for only few subordinates
May have many levels
Communication must travel through
the levels
Types of Organizational
Structure
Tall or Centralized Structure
Advantages
*ability to be an expert
*use less skilled individuals
*close supervision
*top management are spared from
unnecessary communication
*top people have great deal of
control and are the decision makers
Types of Organizational
Structure
Tall or Centralized Structure
Disadvantages
*skilled individuals may end up doing
nothing
*the supervised might become stifled
*communication is difficult, it passes
many layers
*implementation of decision may
become delayed
Types of Organizational
Structure
Flat or Decentralized Structure
Have few levels and broad span of
control
Decision-making is spread out among
many people
No close supervision because
supervisor is responsible for many
people
Communication is easy and direct
Types of Organizational
Structure
Flat or Decentralized Structure
Advantages
Simple communication patterns-less
distortion
Speed in responding t problems
Job descriptions
Philosophy Statement
Reflects the purpose of
organization
States beliefs and values that
are basic to its operation
May include list of goals or
objectives
Organizational Functions
VMG
Vision – how the organization
envisions itself, desires of
organization
Mission – broad general goals
that describes its purpose in the
community
Goals – are broad statements
of overall intent of the
organization
Organizational Function
Job descriptions
Help define organizational structure and
function
Describes responsibilities of each individual
or position in the organization
May not give complete description of
everything an individual does as part of
his/her job (ex. ER nurse and SA nurse)
Organizational Function
Policies and Procedures
Official statements that guide the behavior
of individuals in the organization
Are written (manual) as required by law
and accrediting institutions
Hospitals have general policies and
procedures that guide the behavior or the
entire organization
Hospitals have many policies and
procedures carefully written out in detail
Organizational Function
Effects of Policies
Formal policies describe expected behaviors
of individuals in the organization
Effects of Policies
Theory Y – people find work intrinsically
rewarding, motivated by many factors other
than material gain
e.g. submits statements of the specific shifts worked,
no monitoring of lunches, breaks, etc
Advantages
Coworkers are consulted
Disadvantages
Decision becomes lengthy process
Disadvantages
Employees think they are made to do
something they are not paid for
If decision not implemented employees
think their time is wasted
Types of Management
Laissez-Faire
Permissive management
Laissez-Faire
Provision of little or no direction
Laissez-Faire
Advantages
Providing maximum support and
freedom
Allows practice of high levels of
independence
Types of Management
Laissez-Faire
Disadvantages
Not possible to let workers
arrive at an individual decisions
about patient care
Because of multidisciplinary
care, decision must be
centralized
Types of Management
Multicratic
Responsibilities of top-level
managers
Determining philosophy
Setting policies
Middle-level managers
Coordinates effort of lower levels of
the hierarchy
Conduit between lower and top-level
managers
Carry out day-to-day operation
Involved in long term planning
Establishing unit policies
Nurse supervisors, head nurse, unit
managers
Levels of Management
First-level managers
Concerned with specific unit
workflow
Deal with immediate problems
in daily operations
Levels of Management