NCM 219 LECTURE: NURSING LEADERSHIP & MANAGEMENT

FIRST SEMESTER PRELIMS

THEORIES OF MANAGEMENT • Consist of recruiting,

I. CLASSIC MANAGEMENT THEORY
 Examines the efficiency of an organization as a by-product of
the design of the system.
Commanding (Leading)
 The concept of the theory was that the people of an
organization will be more productive if they are given a well-
defined task to complete (Jones, 2007)
 Designed solely to streamline operations, increase
productivity and enhance the bottom line.
 The theory’s focus on clear planning, efficient resource
allocation, and systematic supervision helps prevent
confusion and ensures that everyone is working towards the
same objectives
HENRI FAYOL (1841-1925)
 Known as the “father of modern management”
 A pioneer of classical management principles
 His work profoundly shaped the way organizations are
structured and managed
FIVE FUNCTIONS OF MANAGEMENT
PHASE FUNCTIONS
• Determining philosophy,
goals, objectives, policies,
procedures, strategies, and
Planning rules
• Carrying out long- and
short-range projection
• Determining a fiscal course
of action
• Managing planned change
• Establishing the structure to
carry out plans, determining
the most appropriate type of
patient care delivery, and
Organizing grouping activities to meet
unit goals
• Other functions involve
working within the structure
of the organization and
understanding and using
power and authority
appropriately
interviewing, hiring, and
orienting staff
• Scheduling, staff
development, employee
socialization, and team
building are also often
included as staffing functions
• Fayol believed that
leadership was crucial for the
successful execution of plans.
He stressed that managers
must lead, guide, and
motivate their teams
effectively to ensure the
achievement of organizational
objects
• Coordination involves
harmonizing efforts across
different departments and
level within the organization
to avoid conflicts and ensure
Coordinating a seamless workflow
• This phase’s functions
usually entail human resource
management responsibilities,
such as motivating, managing
conflict, delegating,
communicating, and
facilitating collaboration
• Include performance
appraisals, fiscal
accountability, quality
control, legal and ethical
control, and professional and
Controlling collegial control
• Monitoring activities to
ensure that they align with
organizational plans. Fayol
emphasized the significance
of feedback and corrective
actions to maintain alignment
with objectives
NCM 219 LECTURE: NURSING LEADERSHIP & MANAGEMENT
FIRST SEMESTER PRELIMS

II. HUMAN RELATIONS MANAGEMENT THEORY THEORY X THEORY Y

 Theory believed that employee motivation and productivity

may be raised by fostering supportive social relationships at  Traditional and pessimistic  Positive and modern
work and valuing each person as a unique individual. perspective on employee perspective on employee
 Contends that enhanced working conditions such as behavior behavior
participation, empowerment, and positive treatment will  Assumes that people  Assumes that work is a
result in higher output. inherently dislike work and natural part of life and that
will avoid it whenever people can find enjoyment
DOUGLAS McGREGOR (1906-1964) possible and satisfaction in their
 Employees need close jobs
 A well-known management professor supervision, constant  Employees are self-
 Going to Harvard University, he had a particular interest in direction, and the threat of motivated, seek
psychology punishment to ensure they responsibility, and can be
 Created two opposing ideas in the 1960s to explain how complete their tasks creative and innovative
managers' perceptions of what drives their workforce can effectively when given the opportunity
influence their management style.  Managers following Theory  Managers who follow
X tend to believe that most Theory Y believe
workers lack ambition, empowering their
THEORY X prefer to be told what to employees, allowing them
do, and generally aim to to participate in decision-
 Illustrates a common perception among managers that it is
avoid taking responsibility. making, and creating an
the manager’s responsibility to ensure that employees work
environment where they
diligently (McGregor, 1960).
can contribute their best
 A manager must implement strict regulations, ongoing efforts
monitoring, and the threat of punishment such as
reprimanding, withholding raises, and job loss threats in
order to develop diligent, obedient staff.
WILLIAM OUCHI (1943-Present)

 William Ouchi was born and raised in Honolulu, Hawaii.

 He is a notable American organizational theorist and
professor who has made significant contributions to the field
of management and leadership.
 William Ouchi first presented the theory Z as the Japanese
consensus style in the 1980s

THEORY Z

THEORY Y  The idea of this theory is that workers seek to form

 Has an opposing view from Theory X
 Managers that adhere to Theory Y think that if managers
create a supportive environment, people will work hard
because the task itself can be motivating.
 A Theory Y nursing manager is concerned with maintaining a
high level of employee morale because they believe that
happy, motivated workers will provide the greatest work.
partnerships with their employers and co-workers
 This calls for a lot of help from the management and the
organization, including a secure workspace and the
appropriate amenities
 Employees anticipate support and reciprocity from their
employer
 The theory Z also makes the assumption that workers have
confidence in their ability to complete their work effectively
with the appropriate managerial support
NCM 219 LECTURE: NURSING LEADERSHIP & MANAGEMENT
FIRST SEMESTER PRELIMS

Some of the key characteristics of Ouchi’s Theory Z include:

 Employee Involvement and Empowerment
 Long-Term Employment
 Collective Decision Making
 Holistic Concern for Employees
 Strong Organizational Culture
 Job Rotation and Skill Development
 Performance Appraisal and Feedback
 Quality Focus

REFERENCES:
Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2020). Strategic
management: concepts and cases: competitiveness and
globalization. Cengage Learning.
Jones R. A. P. (2007). Nursing leadership and management :
theories processes and practice. F.A. Davis.
Marquis, B. L., & Huston, C. J. (2020). Leadership Roles and
Management Functions in Nursing: Theory and Application
(10th ed.). Wolters Kluwer.
Mulder, P. (2018). Theory Z. Retrieved August 13, 2023 from
Toolshero: https://www.toolshero.com/leadership/theory-z/
Murray E. J. (2017). Nursing leadership and management for
patient safety and quality care. F.A. Davis Company.
Ouchi, W. (1981). Theory Z: How American management can
meet the Japanese challenge. New York: Addison-Welsey.
Yoder-Wise, P. S. (2022). Leading and Managing in Nursing
(8th ed.). Elsevier.