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Management Theories 1
Management Theories 1
A Group Requirement
Presented to
In Partial Fulfillment
Of the Requirements for the Course
Principles of and Methods of Nursing Management and
Administration
By
Rose Ann B. Alamo, RN, CNN
John Mikkel E. Balodio, RN
Regima P. Cartagena, RN
Ma. Theresa E. Gabales, RN
Jeremiah B. Nazareno, RN
Kimberlo P. Pasinabo, RN
June 7, 2015
Too much emphasis on rules and regulations. The rules and regulations are
rigid and inflexible.
No importance is given to informal groups. Nowadays, informal groups play
an important role in all business organisations.
Bureaucracy involves a lot of paper work. This results in lot of wastage of
time, effort and money.
There will be unnecessary delay in decision-making due to formalities and
rules.
Bureaucratic model may be suitable for government organizations. But it is
not suitable for business organizations because business organizations
believe in quick decision making and flexibility in procedures.
Too much importance is given to the technical qualifications of the employees
for promotion and transfers. Dedication and commitment of the employee is
not considered.
There is difficulty in coordination and communication.
There is limited scope for Human Resource (HR).
The concept that managers need to become involved with workers at a more
individual level is at the core of human relations theory, and is what differentiates it
from scientific management theory. Indeed, the vast majority of management
literature since these competing theories emerged has been dominated by two
points of view. The first is that workers will not support management attempts to
get them to be more productive, and hence management needs to take control of
the working process itself, hence leading to scientific management approaches. The
second is that productivity is largely determined by social and group norms, and by
tapping into these norms and fulfilling their workers needs, managers can
encourage employees to motivate themselves to work harder and be more
productive.
Human Relations Theory has three elements or features. They are, the
Individual, the Informal Organization, and Participative Management.
The Individual
The Theory recognizes the importance of emotions and perceptions of individuals. It
holds the view that the level of workers production and organizational output is
determined by the human relations at work and not so much by the physical and
economic conditions of work.
Informal Organizations
The Human Relations Theory emphasizes the informal organizations. According to
Hicks and Gullet, The informal shadow organization that exists within the structure
of the formal organization is emphasized. Attention is focused on the social aspects
of man whose overriding need is seen as a desire to belong, to be accepted by and
stand well in his work group.
Participative Management
Human Relations Theory advocates the style of participative management. In other
words, the manager should consult the work groups and their informal leaders
before introducing a change of programme. This participative management is
meritorious because it permits the workers to influence the decisions that affect
them, develops a sense of participation in the group, makes the working
environment more pleasant, prevents the alienation of workers from the
management, facilitates the acceptance of organizational goals by the workers, and
above all, results in higher productivity.
Critical Appraisal
Human Relations Theory has a landmark contribution to the evolution of
administrative thought. Its significance lies in discovering and emphasizing the
informal organizations and facilitates teamwork and collaboration. However, it is
also not an unmixed blessing. Some important limitations of and criticisms against
this theory have been summed up below:
It has been criticized that the Human Relations Theory as being promanagement and anti-unionist. The United Auto Workers have labelled the
Human Relation Theorists as Cow Sociologists.
Elton Mayo failed to define sharply the ethical presuppositions of his scientific
work.
It was remarked that the human relations theorists tend to devote much
attention informal relations among workers and between workers and
supervisors, but little to the formal ones. This is a severe limitation of the
theory.
It is also pointed out that the Human Relations Theory could not explore the
multi-dimensional phenomenon of human motivations completely.
Finally, Marxists say that Mayoism is a new technique to exploit workers as it
has de-emphasized the economic factors in an organization. Despite these
limitations, it needs to be taken in to account that the Human Relations
Theory not only brought about a revolution in organizational analysis but also
contributed significantly to the history of administrative thought as well. Even
today, organizations stress on interpersonal relations as tools of improving
the productivity of workers in organizations
MOTIVATIONAL THEORY
Motivation is the psychological process of providing purpose and intention to
behavior, according to the Journal of Extension. By using motivation theories,
management can inspire employees to take action and become self-directed.
Motivation begins with identifying particular needs and providing a solution to meet
those needs. Various theories exist that have been studied and implemented in
management regarding employee motivation.
Motivation is a complex phenomenon. Several theories attempt to explain
how motivation works. In management circles, probably the most popular
explanations of motivation are based on the needs of the individual.
The basic needs model, referred to as content theory of motivation,
highlights the specific factors that motivate an individual. Although these factors
are found within an individual, things outside the individual can affect him or her as
well.
In short, all people have needs that they want satisfied. Some are primary
needs, such as those for food, sleep, and waterneeds that deal with the physical
aspects of behavior and are considered unlearned. These needs are biological in
nature and relatively stable. Their influences on behavior are usually obvious and
hence easy to identify.
Secondary needs, on the other hand, are psychological, which means that
they are learned primarily through experience. These needs vary significantly by
culture and by individual. Secondary needs consist of internal states, such as the
desire for power, achievement, and love. Identifying and interpreting these needs is
more difficult because they are demonstrated in a variety of ways. Secondary needs
are responsible for most of the behavior that a supervisor is concerned with and for
the rewards a person seeks in an organization.
Owen's Theory
Robert Owen, a Welsh social reformer, developed a theory based on his
experience with machines during the Industrial Age of the 1800s. The better a
machine is taken care of, maintained and looked after, the better it performs. This
theory was revolutionary during his time and has continued to be true. Management
that places the workers' needs and desires as first priority will produce efficient and
motivated people
Although research has not verified the strict deficit and progression principles
of Maslow's theory, his ideas can help managers understand and satisfy the needs
of employees.
for
understanding
the
In his twofactor theory, Herzberg identifies two sets of factors that impact
motivation in the workplace:
Hygiene
factors include
salary,
job
security,
working
conditions,
organizational policies, and technical quality of supervision. Although these
factors do not motivate employees, they can cause dissatisfaction if they are
missing. Something as simple as adding music to the office place or
implementing a nosmoking policy can make people less dissatisfied with
these aspects of their work. However, these improvements in hygiene factors
do not necessarily increase satisfaction.
Existence needs are desires for physiological and material wellbeing. (In
terms of Maslow's model, existence needs include physiological and safety
needs)
McClelland associates each need with a distinct set of work preferences, and
managers can help tailor the environment to meet these needs.
High achievers differentiate themselves from others by their desires to do things
better. These individuals are strongly motivated by job situations with personal
responsibility, feedback, and an intermediate degree of risk. In addition, high
achievers often exhibit the following behaviors:
People with the need for affiliation seek companionship, social approval, and
satisfying interpersonal relationships. People needing affiliation display the following
behaviors:
Interestingly enough, a high need to achieve does not necessarily lead to being a
good manager, especially in large organizations. People with high achievement
needs are usually interested in how well they do personally and not in influencing
others to do well. On the other hand, the best managers are high in their needs for
power and low in their needs for affiliation.
LEADERSHIP THEORY
In order for patients to receive the most effective health care from their
nursing staff in hospitals and other health care facilities, nurses must learn from
men and women who have taken leadership training courses and can teach their
own students the leadership skills and abilities that they acquired. As health care
becomes more complex, it will take such strong leadership criteria for nurses in all
fields to continue to improve their own standards and the qualifications of others in
the field.
Leadership can be defined in many different ways. When it comes to nursing,
it's recognized that nurses who have leadership capabilities can improve
motivational levels of others in the work environment. This helps nurses have a
positive attitude about their work, run their daily tasks and responsibilities more
effectively, treat other patients and other staff members with respect, and be able
to reach personal goals and objectives.
As nursing education and training has become more important, a number of
different individuals have suggested learning theories. These theories, however,
involve general nursing education, rather than leadership of others. In addition, a
number of nursing management theories have been suggested, but management
and leadership are different from each other. Nursing leadership theories have
begun to be discussed only recently. Three of these leadership programs that have
been found to be most beneficial for new nurses are quantum leadership,
transformational leadership and dynamic leader follower relationship.
Quantum Leadership
According to Dr. Tom Porter-O'Grady, quantum leadership helps nurses make
better decisions, such as when is the most appropriate time to call in a physician.
The training helps the nurses weigh the pros and cons of different plans and
interventions of care. This leadership theory places an emphasis on self-direction
rather than on being given direction by others.
Transformational Leadership
Scholars such as Eleanor Sullivan and Phillip Decker support transformational
leadership that combines the strengths of leaders and followers. This form of
leadership motivates people to establish their own leadership criteria. It creates
changes in the health care system by encouraging nurses to offer improved
feedback to one another. With its emphasis on change, new nurses are given the
opportunity to evaluate new and old policies and procedures and take an active role
in implementing new programming.
Dynamic Leader-Follower
The dynamic leader-follower relationship is modeled after Ida J. Orlando's
nursing model. It places a focus on identifying the patient's immediate health care
requirements. Therefore, the nurse has the ability to attain specific objectives via
interpersonal points of view. The foundation of Orlando's theory is the dynamic
quality of the leader-follower exchanges that motivate and encourage nurses to
make worthwhile commitments. In this theory, both the leader and the follower are
critical to the success of the nursing unit. In many cases, it's up to the nurse to
determine which leadership theory is most productive for her own learning ability.
It's important to follow through on the theory and put it into practice in order to
enhance nursing and leadership growth and development.
References:
http://kalyan-city.blogspot.com/2011/04/bureaucratic-theory-ofmanagement-by.html
http://study.com/academy/lesson/bureaucratic-management-theorydefinition-lesson-quiz.html
http://www.ehow.com/info_8146054_theories-healthcaremanagement.html
http://www.ehow.com/info_8197637_human-relations-managementtheory.html
https://www.scribd.com/doc/37339807/Human-RelationsTheory#scribd
http://www.ehow.com/about_5192150_nursing-leadershiptheory.html
"Think Sociology"; Paul Stephens, et al.; 2003