THE EVOLUTION OF

MANAGEMENT THOUGHTS

HISTORY AND CONCEPTS Rationale:Although modern operational-

management theory dates primarily from the early

twentieth century, there was serious thinking and

theorizing about managing many years before.

A familiarity with the development of management

thought can be useful to nursing leaders in creating

their own management styles. No single management theory is sufficient in itself to guide

the nursing leaders every action.

. But through an electic approach, drawing from the best and most applicable theories in

each situation. Nurse administrators can create

individual management styles to meet their particular needs.

Key terms:

Behavioral approach Classical approach Contingency approach Human relations

Management science Scientific management Theory x and theory y Theory z or Japanese

management theory

Scientific Management: It is defined as “that kind of

management which conducts a business or affairs by standards established, by facts or truths gained through systematic observation, experiment, or reasoning.”

Major contributors: Frederick Winslow Taylor Frank and Lillian

Gillberth Henry L. Gantt

“Father of scientific management”(1878)

Two major managerial practices:

Piece-rate incentive system

Time-and-motion study

FREDERICK WINSLOW TAYLOR

Four Principles of Scientific Management1. The development of a true

science2. The scientific selection of the workman

3. The scientific education and development of the workman4. Intimate and friendly cooperation between the management and the men.

1868-1972 Motion study involves

finding out the best sequence and minimum number of motions needed to complete a task.

Explore new ways for eliminating unnecessary motions and reducing work fatigue.

FRANK & LILLIAN GILLBERTH

Well known for Task – and - bonus system -The Gantt chart

HENRY L.GANTT(1861-1919)

Pioneer in Conflict Resolution.

One of her favorite admonition to management was “don’t over manage employees”,

Her work forms the basis for modern problem-solving

MARY PARKER FOLLET (1868-1933):

CLASSICAL ADMINISTRATIONRefers to the management

of the production system that transforms inputs into finished goods and services.

MODERN OPERATIONAL MANAGEMENT THEORY

Major Contributors: •Henri Fayol (1841 - 1925)• James Mooney (1884 -1957)• Lyndall Urwick (1891 - 1939)

Father of modern Operational Management Theory

Achieved the senior executive position.

His concern was efficiency and effectiveness of the entire organization

HENRI FAYOL

Planning OrganizingCommandingCoordinatingControlling

FAYOL FIVE FUNCTIONS OF MANAGEMENT

Division of Work Authority Discipline Unity of command Unity of direction Subordination of individual

interest to general interest

FAYOL'S 14 PRINCIPLES OF MANAGEMENT

Remuneration Centralization Scalar chain Order Equity Stability of tenure Initiative Esprit de Corps

Four Universal Principles of Organization: coordination and

synchronization of activities functional effectsScalar process organizesAuthority into hierarchy

JAMES MOONEY

He integrated the ideas of Henri Fayol and James Mooney

He blended scientific management and classic organization theory into the classic management theory

LYNDALL URWICK

1.Principle of objective2.Principle of

correspondence3.Principle of responsibility4.Scalar principl

8 PRINCIPLES OF ADMINISTRATION

1. Principle of span of control

2. Principle of specialization3. Principle of coordination4. Principle of defnition

Max Weber (1864 - 1920)“Father of Organization Theory”

CONCEPTUALIZATION: emphasis on RULES instead of individuals.

BUREAUCRACY

Task are specializedPeople are appointed by

merit or promotionCareer opportunities for the

members are provided

CHARACTERISTICS:

Authority and responsibility are clearly specified

Activities are routinizedA rational and impersonal climate exists.

movement began in 1940’s

Focused on the effect individuals have on the success or failure of an organization

HUMAN RELATION THEORY

Chief concern of human relations movement are:

a)Individualsb)Group successc)Interpersonal relationsd)Leadership and

communication

Mary Parker Follet (168 - 1933)

Elton Mayo (1880 - 1949)Kurt Lewin (1890 - 1947)Jacob L. Moreno (1892- 1974)

Major contributors:

In 1920’s she stressed the importance of coordinating the psychologycal and sociological aspects of management.

Distinguished between power with others and power over others.

Follet advocated that managers study the total situation to achieved unity.

MARY PARKER (168 - 1933)

• The studies investigated the effects of changes in

illumination on productivity.

ELTON MAYO (1880- 1949) & HAWTHORNE

EXPERIMENTS

The test room was enjoyable to work

The relationship between worker and supervisor was more relaxed

REASONS FOR INCREASES IN PRODUCTIVITY

The workers responded to the realization

Created a feeling of identity and belonging.

Revived the study of group dynamics

Advocated democratic supervision

KURT LEWIN (1890 - 1947)

Develop SOCIOMETRYDeveloped SOCIOGRAM

JACOB L. MORENO (1892 - 1974)

Behavioral scientists stressed the importance of:

• Maintaining a positive attitude toward people

• Training managers• Meeting employees’ needs

BEHAVIORAL SCIENCE THEORY

• Promoting employees’ sense of achievement

• Obtaining commitment through participation in planning and decision making

Major Contributors: Abraham Maslow (1908 - 1970)Frederick Herzberg(1923)Douglas McGregor (1906 - 1964)Chris Argyris (1923)Rensis Likert (1903 - 1891)

Abraham Maslow’s Hierarchy of Needs

Two factor theory of motivation

Extrinsic conditions –Dissatisfiers ex. salary, job security, interpersonal relations

Intrinsic conditions- Satisfiersex. achievement, recognition,

advancement and growth

FREDERICK HERZBERG

Theory X and Theory Y

Theory of X= goal of organization

> people dislike work and will avoid it > no ambition, lazyTOM: exercise strict control

DOUGLAS MCGREGOR

Theory of Y= goal of individual

> people do not dislike work > seek responsibilityTOM: provide opportunities for the subordinates

Coexistence of personal needs and organizational needs

Disparity between individual and organizational needs = conflict, tension etc.

CHRIS ARGYRIS

Managers must take advantage of people’s

talents and allow them to participate in planning,

goal setting, and problem solving

Theory of Management He identified three variables in organizations1.Causal variables2.Intervening variables3.End-result variables

RENSIS LIKERT

He also identified four types of management systems:1. Exploitive – authoritative 2. Benevolent – authoritative3. Consultative system4. Participative management

SynergyInterdependenceInterconnections

SYSTEMS THEORY

Task of Manager:Maintain a system of

cooperative effort in a formal organization

Formal Organization:a system of consciously

coordinated activities or forces of two or more persons"

CHESTER IRVISH. BARNARD

(1886 - 1961) HTTP://WWW.ONEPINE.INFO president of

the new Jersey Bell Telephone Company, help advance thinking about organizations when he published The Functions of the Executive in 1938. n influential

3 Essential elements in an organization 1. Communication/Authoritative

2. Persons willing to contribute action.

3. A common purpose (function).

Two criteria necessary for survival:EfficiencyEffectiveness

CONTINGENCY APPROACH:Seek s to analyze a problem

and develop best managerial solution.

There is no universal approach to management problems.