Management in Nursing  Training of workers;

CHAPTER 5  Proper tools and equipment; and

 Proper incentives and payment

Management in Nursing Theories and Models

EARLY MANAGEMENT THEORIES

THEORIES EMPHASIZING ORGANIZATIONAL
STRUCTURE

Scientific Management Theory

Frederick Taylor (1856-1915)

 developed the Theory of Scientific

Management in order to address the growing
need to improve industrial production.

 The management and labor both want to

increase productivity and that it is possible to
find “one best practice” through which the
worker is able to get the most work done for
the least energy spent.

Taylor’ System of Work Improvement

• The first component of this system is

controlled observation of the worker’s
performance done with time and motion
studies to quantify the efficiency of workers
with which this task is done.

In order to determine the most efficient way to

perform a given task the following served as the
basis for the:

1. Selection of the best man for a

particular task based on the results of
the scientific study;

2. Training of the chosen workers for

their designated tasks and the
appropriate adjustment of their pay;

3. Filling of the managerial positions

with the more highly skilled workers,
in particular, a foreman being
appointed to each specific work unit.

• Basic component of this theory:

 Analysis and synthesis of the elements

of the operation through time and
motion studies;

 Scientific selection of workers;

Systematic Management Theory

Henri Fayol (1841-1925)

 The father of Systematic Management.

 Devised the traditional operational school of
management
 He came up with the theory that by guiding
behavior in each management situation with
appropriate principles made management
more effective.
 He introduced management principles with
the aim of setting up a structure that would
both promote order and raise worker’s
morale, thereby improving efficiency and
accountability in the system.

14 PRINCIPLES OF MANAGEMENT

Fayol's Fourteen Principles of Management

1.Division of Work

2. Authority

3. Discipline

4.Unity of Command

5. Unity of Direction

6.Subordination of Interests ORGANIZATIONAL THEORY

7.Remuneration Max Weber (1864-1920)

8. Centralization - the father of the Theory of Social

and Economic Organization.
9.Scalar Chain
- the responsibilities and right of the
10. Order workers in Weber’s system were governed by very
11.Equity specific rules rather than individuals. Organization of
workers were based in their individual competencies.
12. Stability of Tenure of Personnel
 Max Weber (1864-1920) in his book, The
13. Initiative theory of social and and economic
organization gave the name 'bureaucracy' to
14. Esprit de Corps
describe a form of organization that applicable
to both public and private sectors.
 In his analysis he identifies three basic types
of authority, which is useful in describing the
legal rational authority/ legitimate authority in
organization.

Max Weber

Types of Authority

According to Weber Authority relations refer to those

relations of men whereby some men feel that they
have a legitimate right to expect willing obedience decision making, arriving at
from other people to their command. the conclusion that
productivity was affected by
1. Rational-Legal Authority
both the physical and social
 Based on laws, rules and regulations environment.

2. Traditional Authority Hawthorne Effect

 Based on domination of past customs and  Refers to a momentary change of behavior or

traditions
3. Charismatic Authority
 Based on extra-ordinary devotion to sacred
quality or exemplary character of a person
performance in response to change in a
worker’s environment the response usually
being a improvement.
 People are more productive when they feel
appreciated or when watched.

The Hawthorne Effect

Theories focused on Human Relations Productivity increases when workers believe that they
are being observed closely.
Social Process
Employees perform better when managers and co-
Mary Follet (1868-1933) workers make them feel valued.
 focused on the motivational of individuals and Financial rewards are not necessarily conducive to
groups alike towards achieving a common increasing worker productivity.
goal.
 The idea is based on collaboration and Workers care about self-fulfillment, autonomy,
cooperation, rather than the exercise of the empowerment, social status and personal
manager's power and authority, and particular relationships with co-workers.
attention was devoted to what motivated the The tendency to perform or perceive differently when
worker. one knows they are being observed
 Under this theory, the manager did not give
orders to the rank-and-fie employee, but
rather worked together with him to study a
given situation and take the best action based
on the specific needs present in such
situation.

“Leadership is not defined by the exercise of power but

by the capacity to increase the sense of power among
those led. The most essential work of the leader is to
create more leaders.”

-Mary Parker Follett-

• Elton Mayo (1880-1949 and

Contemporary Leader-Manager Theories
• Fritz Roethlisberger (1898-1974)
Management by Objectives
– Tested the assumptions of the
Peter Drucker (1909-2005)
scientific management theory through
studies called the “Hawthorne Effect.”  the father of “Modern Corporate
Management”.
• To find out the effects on a
 which is a consensual process where both
worker’s productivity of
management and rank-and-file meet in order
different elements, they
to understand and agree on the organization’s
studied the effect of physical
objective.
environment , participation in
  his approached involved joint efforts between
supervisors and subordinates, and a
 Decision making role
breakdown of their respective responsibilities,
goals, and objectives, to be used in the The manager is all at once an entrepreneur,
operations. disturbance hander, negotiator and allocator.
 he believed that with carefully devised
objectives and a good system for their Motivational Theories
attainment, other concerns will fall into place. • Abraham Maslow’s Hierarchy of Needs
Management as Decision Making Abraham Maslow (1908-1970)
Herbert Simon (1916-2001)  the father of “HumanisticPsychology.”
 posited the view that in hospitals and other  theorized that man’s various needs form a
service institutions, decisions are made by hierarchy starting with their more basic needs.
employees at all levels of organization forming
a network of decision-makers.
 he named optimizing and satisfying as two
distinct approaches to decision-making.

 Optimizing meant the search for the best

alternative possible.

 Satisfying meant using the first workable

solution.

o In any case a three-step process is

usually followed for arriving at the
best ultimate decision, such as:
• In a nursing management setting the
1. Listing alternative strategies for
relevance of such a theory is that the nurse
resolving problem;
should first look to a patient’s basic needs
2. Determining the consequences that before she can take care of the other needs.
would follow such alternative; This makes for more efficient and effective
operation in the organization.
3. Comparative evaluation of these
consequences. • Likewise, the nurse must look into her own
basic minimum needs like seep, food and
Managerial Roles water to ensure that she functions properly. A
Henry Mintzber hungry and tired worker is not likely to aspire
to lofty goals as in an actualized worker.
named the three basic roles of the typical manager:
Ferdinand Herzberg’s Motivation Hygiene Theory
 Interpersonal role
Ferdinand Herzberg
 Informational role
 Came up with the “Two Factor Theory.”
 Decision-making role  which posits that two factors influence
 Interpersonal role people:
– Hygiene factors
Is that of a figurehead, a leader and a liaison inside an – Motivational factors
outside the organization.  Hygiene factors are those which can
 Informational role negatively influence people while Motivation
factors can result in their satisfaction and
Involved mentoring the organization, sharing psychological growth.
information observed and finally serving as a
spokesperson.
 • People prefer to be directed, hope to avoid
responsibility and are more interested in
financial gain than personal growth.
• Ultimately, this theory presupposes that
people naturally dislike work and will avoid it
whenever possible.

Theory Y,

makes completely different assumptions about human

nature.

• Under this theory, man is:

– Responsible
– Creative
– Self-possessed
– Self-directed
– A problem solver

• Exerting physical and mental effort is second

nature to him.

• This theory encourages workers to develop

Douglas McGregor’s Theory X and Y
their potential as they are able to earn under
 Douglas McGregor developed the Human proper conditions to seek and accept
Relations School of Management. responsibility.
 He developed two theories dubbed Theory X
and Theory Y, which work on two different
sets of assumptions.

William G. Ouchi’s Theory Z

Theory X proposes that man is: William G. Ouchi expanded and enlarged
Theory Y with Theory Z.
– Lazy
 This humanistic nature focuses on
– Unmotivated
finding better ways to motivate
– Irresponsible people in order to increase worker
satisfaction and therefore
– Unintelligent
productivity.
– Not interested to work
7 “s”
 Because of this characteristics they
will only work properly to fulfill the Hard “S”
organizational goals when controlled,
and threatened.
Super ordinate goals
Those which hold the organization
together.
Strategy
Method of doing things.
Structure
Concern with the physical plant and
facilities.
Systems
Coherence of all parts of the organization
for a common goal.
Soft “S”
Staff
Total Quality Management
Concern for the right people to do the job.
• Is a management approach for an
Skills
organization, centered on quality,
Developing and training of people. based on the participation of all its
Style members and aiming at long-term
success through customers
The manner of handling peer subordinates satisfaction, and benefit to all
and superiors. members of the organization and to
• Theory z has the following society.
important elements: • This aimed at embedding awareness
1. Collective decision making of quality in all organizational
processes.
2. Long term employment
• Three Basic Principle of TQM are to:
3. Slower but more predictable
promotions 1. Focus on achieving customer
satisfaction;
4. Indirect supervision
2. Seek continuous and long-term
5. Holistic concern for employees
improvement in all the
 Theory Z is based on the
organization’s processes and
principle that work is natural
outputs; and
and can be a source of
satisfaction when aimed at a 3. Take two steps to ensure the full
higher order to meet human involvement of the entire work force
psychological need. in improving quality.
• TQM is composed of three
paradigms:
 1. Total
- Involving the entire organization, supply
chain and/or product life cycle.
2. Quality
- With its usual definitions, with all its
complexities
3. Management
- The system of managing with steps like
plan organize, control lead, staff,
provisioning and the like.

• TQM comprises four steps:

1. Kaizen
- Focuses on “Continuous Process
Involvement” , to make processes visible,
repeatable and measurable.
2. Atarimae Hinshitsu
- The idea that “things will work as
they are supposed to” (e.g pen will write)
3. Kansei
- Examining the way the user applies
the product leads to improvement in the
product itself.
4. Miryokuteki Hinshitsu
- the idea that “things should have
an aesthetic quality”. (e.g, a pen will write
in a way that is pleasing to the writer.