THEORIES OF MANAGEMENT Jan.16 2010 lecture.ppt

House RulesSit according to your groupings. A

manager will be assigned from the group each meeting to submit attendances and organize activities. Intermission numbers will be assigned for each group.

Start the day with morning prayerCome on time Come in complete uniform with I.D.sAll cellphones must be in your bags

and in silent modeNo sleeping. Stretch if necessary.

House RulesNo gum during the classCome prepared (meaning read…read…

read). There will be pre and post tests. Inattentiveness may cause disruption of the lecture and “sudden” quiz.

Submit written assignments on time, late papers will be not be accepted.

Ask permission if you have to go to CRParticipate during discussionTalk when you have been recognized

alreadyBring textbook and notebook or be

marked absent

Joy Togonon-Tombo, RN, MAN

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A theory is a coherent group of assumption put forth to explain the relationship between two or more observable facts and to provide a sound basis for predicting future events.

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Why do we need to understand Management Theory/theories?

1. Guide management decision

2. Shape our view of organization

3. Make us aware of the business environment

4. A source of new idea

MANAGEMENT THEORIES

Scientific Management

Frederick W. Taylor (1856 – 1917)

• “Father of Scientific Management”

If workers could be taught the “one best way to accomplish a task”, productivity would increase.


4 overriding principles of scientific management:

1. Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.

2. Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.


3. The spirit of cooperation between the management and workers for accomplishing the job.

4. Divide work equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.


Managers need to think of new ways to do traditional tasks

so that work is more efficient.

Frederick W. Frederick W. TaylorTaylor

F.W. Taylor and Scientific ManagementThe systematic study of relationships between

people and tasks for the purpose of redesigning the work process to increase efficiency

The amount of and effort each employee expends to produce a unit of output can be reduced by increasing specialization and the division of labor

BUREAUCRATIC MODELMax Weber (1864 – 1920)

Stressed the need for a strictly defined hierarchy governed by clearly defined regulations and lines of authority

Studied large organizations to determine what made some more efficient than the others

Max WeberSaw the need for legalized, formal

authority and consistent rules and regulation for personnel in different positions

Proposed bureaucracy as organizational design

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DIMENSIONS OF BUREAUCRACY

1. Division of labor based on functional specialization

2. A well-defined hierarchy of authority;

3. A system of rules covering the rights and duties of position

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DIMENSIONS OF BUREAUCRACY

4. A system of procedures for dealing with work situations

5. An impersonality in interpersonal relations

6. A system of promotion and selection for employment based on technical competence

Limitation of Bureaucratic Model• Appropriate for the past = environment

was relatively stable and predictable

• Today = environments are more turbulent and unpredictable

• Too general for today’s highly complex organization and specialization

MANAGEMENT FUNCTIONS IDENTIFIED (1925)Henri Fayol (1925) - Identified management

functions (POCCC)planning, organizing, command, coordination

and , control

Luther Gulick (1937) – expanded Fayol’s management functions (POSDCORB)planning, organizing, staffing, directing,

coordinating, reporting and budgeting

Henry Fayol

HUMAN RELATIONS MANAGEMENT

Thus human relations era developed the concepts of

participatory and humanistic management, emphasizing

people rather than machines.

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Human Relations Management

I. Participative Management (Mary Parker Follett): Managers should have authority

with, rather than over, employees

Mary Parker Follett

Management must consider the human side

Employees should be involved in job analysis

Person with the knowledge should be in control of the work process regardless of position

Cross-functioning teams used to accomplish projects

Human Relations ManagementManager and subordinate relation

Early attempt to discover the social and psychological factor that would create effective human relation.

Mary Parker Follett

Western Electric Hawthorne Plant (Chicago)

Studied relationship between the level of lighting in the workplace and workers’ productivity

Hawthorne effect

II. Recognition of Workers (Elton Mayo: The Hawthorne Effect)

THE HAWTHORNE EFFECT

The possibility that workers who receive special attention will perform better simply because they received that attention.

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Contribution of H.R.

• Improved classical approach by stressing social needs

• Focus on workers – not on techniques.Emphasized management skill rather than technical skill

• Focus on group dynamics rather than individual

Human Relations Movement

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Limitation of HR

1. Assuming satisfied worker - to be more productive workers

2. Social environment – only one of the several factors that influence productivity

e.g. - salary level - culture - structure - interest .

The Behavioral Science School

HR developed into Behavioral Science

Psychology, sociology, anthropology

Behavioral SciencesHR Social Man – motivated by desire to form

relationship with others

BSSelf-actualizing – a more accurate concept to

explain human motivationMaslow’s, McGregor, ArgyrisComplex ManNo two people are alike

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III. Employee Satisfaction (Douglas McGregor, 1960)

• The Human Side of Management (1960) introduced Theory X and Theory Y

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Douglas McGregor

• Theory X (classical) • Theory X managers believe that their

employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs.

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Douglas McGregor

• Theory Y (based on developments in social sciences) – employees want autonomy, job satisfaction, responsibility, and will work hard when they are appreciated

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Douglas McGregor

• Theory Y required a change in management, not a change in the worker or the workplace

•Theory Y managers believe that their workers enjoy their work, are self-motivated, and are willing to work hard to meet personal and organizational goals.

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Theory z (by William Ouchi, 1981)Japanese-style management; expansion of Theory Y;

supports democratic leadershipConsensus decision-makingFitting employees to their jobsJob securitySlower promotionsExamining the long term consequences of

management decision makingGuarantee of lifetime employmentEstablishment of strong bonds of responsibility

between superiors and subordinateHolistic concern for workers

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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.

Apr 17, 2023 38Total Quality Management

Total Quality Management Total Quality Management (Dr. W. Edward Deming) Total Quality Management –

organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training.

This involves the continuous improvement of organizational processes, resulting in high quality products and services.


“Do the right things right the first time, every time.”

What’s the goal of TQM?


At it’s simplest, TQM is all managers leading and facilitating all contributors in everyone’s two main objectives:(1) total client satisfaction through

quality products and services; and(2) continuous improvements to

processes, systems, people, suppliers, processes, systems, people, suppliers, partners, products, and services.partners, products, and services.

Another way to put it

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Importance of Quality

Adapted from Figure 2.6

PositiveCompany Image

LowerCosts &HigherMarket Share

DecreasedProductLiability

QUALITYQUALITY

2.09


1. Group students according to the number of theories (8: Scientific by Taylor, Bureaucratic by Weber, Human relation by Folett, Hawthorne effect by Elton Mayo, Theory x by McGregor, Theory Y by McGregor, Theory Z by Ouchi, and TQM by Demming) Assign group nos. for order of presentation.

2. In a whole sheet of paper write the names of group members and assigned topic and divide to 2 columns. Using a textbook, write as many pros and cons for assigned theory (min.of 5 per column) and then make a stand based on the findings. (20 min. only) All inputs must be mastered by members.

THEORIES ACTIVITY


3. Instructor will assign the group to question 1st presenter. 1st group presenter will stand in front and the group holding their presentation will ask anyone to recite 5 pros, then another member for 5 cons, and another for the defense or conclusion. 10pts for each accurate answer, total of 30 pts. Per group presentation. Coaching and cheating will mean 15/30 automatically for all members.

THEORIES ACTIVITY


1.Unity of Command

The more often an individual reports to a single superior the more likely it is that the individual will feel a sense of loyalty and obligation and the less likely it is that there will be confusion about instruction.

PRINCIPLES OF MANAGEMENT


2. Proper channels of communicationUpwardDownwardHorizontalDiagonalGrapevine – between people at all heirarchal

levels and usually involves 3 or more people at the same time. Subject to error because of the speed at which it passes and there is lettle accountability on the part of the sender.


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Grapevine – people who use grapevine communication usually do one of the ff.:

1.Elaborate on the original story but convey its original content

2.Distort the message either deliberately or unintentionally

3.Start a contradictory message because the y disagree with the original message received.

Mgrs. must know how this works in their organization and who is contributing to it.


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3. Division of Labor According to specialization and training

increases efficiency and productivity4. Span of control


Span of Control Refers to number of subordinates and different tasks for which a person in authority is responsible

Narrow Span of ControlResponsible for only a few people and one or two tasks areas

Broad Span of Control

Responsible for many people and a variety of tasks areas

Relationships within organizations

Organizational ChartsA diagram of organization that clearly

presents its formal structure with persons and departments and their relationships to one another

Large organization commonly have OCSmall may operate informally, OC may

not be available

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Accepts responsibility and accountability for own decisions and actions

ETHICO MORAL RESPONSIBILITY

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ETHICAL FRAMEWORK FOR DECISION MAKING

1.Utilitarian (provide for the greatest good for the greatest number of people)

2.Right-based (Individuals have basic inherent rights that should not be interfered with)

3.Duty-based (a duty to do something or to refrain from doing it)

4.Intuitionist (case-to-case basis to determine goals, duties, and rights)


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Performs functions according to professional standards

Participates in nursing audits and rounds


Process of designing and maintaining an environment in which individuals , working together in groups, efficiently accomplish certain goals or aims (koontz & Weihrich)

Is the coordination and integration of resources through planning, organizing, directing, and controlling in order to accomplish specific institutional goals and objectives (Sullivan and Decker)

Management is……

the art of getting things done through people

getting the right things done at the right time

the process or form of work that involves the guidance or direction of a group of people toward organizational goals or objectives

Management is……

Types of Management Authoritarian management styleDemocratic management styleLaissez-Faire management styleMulticratic leadership

Types of Management Authoritarian management style

AutocraticManager makes most of the

decisions in isolationFound in bureaucratic

organizations that reinforce centrality of authority and reliance upon formal rules


Managers issue orders and expect to be obeyed

Authority derives from position power tied to official hierarchical title

Authoritarian managers will have subordinate support if they are involved in overall goals and process


Strong control is maintainedOthers are motivated by

coercionOthers are directed with

commandCommunication is downwards“I” and “You”Punitive criticism


AdvantagesResults to well-defined group

actionsDecision making can be done

expeditiouslyAppropriate when immediate

action is neededAuthoritarian managers will have

subordinate support if they are involved in overall goals and process


DisadvantagesSubordinates don’t have stake in

achievement/failure of management goals

Employee may subvert goalsManagers issue orders and expect to

be obeyedAuthority derives from position

power tied to official hierarchical title

Types of Management Democratic Management Style

Involves subordinates in decision making

Democratic managers see themselves as coworkers

Stresses importance of communication and consensus

Promotes autonomy and growth

Types of Management Democratic Management StyleManager leads by providing

information, suggesting direction and being supportive of coworkers

Function best in less centralized and where there is less reliance on formal rules and policies

Emphasis “We”Constructive criticism

Types of Management Democratic management style

AdvantagesCoworkers are consultedCoworkers have input on decision

makingEmployees are involved in all the

processes prior to decision makingIt is appropriate if decision at hand

does not require urgent action


DisadvantagesDecision becomes lengthy processCoworkers not confident in

participating in decision makingEmployees may think manager is

not capable to DM


DisadvantagesEmployees think they are made to

do something they are not paid forIf decision not implemented

employees think their time is wasted

Types of ManagementLaissez-Faire Permissive managementLeast structure and controlRequires coworkers to make own goals,

decisionsManagers provide maximum support and

freedom for workers

Types of ManagementLaissez-Faire Provision of little or no directionCommunication upward and downwardDM is dispersed throughout groupCriticism withheld

Types of ManagementLaissez-Faire AdvantagesProviding maximum support and freedomAllows practice of high levels of

independence

Types of ManagementLaissez-Faire DisadvantagesNot possible to let workers arrive at an

individual decisions about patient careBecause of multidisciplinary care, decision

must be centralized

Types of ManagementMulticratic

One skill of a manager is identifying which style a particular situation requires

Combines the best of all approachesProvides maximum structure when the

situation requires

Differentiating theLeader

and Manager

Leaders ManagersMay or may not have official appointment to the positionHave power and authority enforce decisions only so long as followers are willing to be ledInfluence others toward goal setting, either formally or informallyInterested in risk-taking and exploring new ideasRelate to people personally in an intuitive and empathetic mannerFeel rewarded from personal achievementsMay or may not be successful as managers

Appointed officially to the positionHave power and authority to enforce decisions

Carry out predetermined policies, rules and regulation

Maintain an orderly, controlled, rational and equitable structureRelate people according to their rolesFeel rewarded when fulfilling organizational mission or goalsAre managers as long as appointment holds

Similarities and Differences

Planning: a fundamental processBasic function of managementSystematic processFacilitates wise use of resources and

approaches to achieve objectivesBridges the gap between where you are

and where you want to go

Planning ProcessPlanning Process is consists of five steps

Assessment of work situationNeed identification and priority settingManagement by objectivesImplementation of the planEvaluation or controlling of the plan

What needs to be planned?Budget (finances)OrganizationStructureChangeImplementation of changeDecision-making

What needs to be planned?Key concepts in Budget Revenue – income from sale of products or

servicesExpenses – cost of providing servicesPatient days – used to project revenueFiscal Year – financial year or calendar yearProduct line – units of service

OrganizingOrganizing is the establishment of relation ship between the

ActivitiesPersonsPhysical factors

or we can say that organizing includes:What tasks are to be done? (Activity)Who is to do them? (People)What physical resources are required? (Resources)

And who reports to whom. (Structure)

Organizing

Organizing

Five steps in Organizing process Division of Labor (assigning amount of

task, time-element, rotation) Departmentalization (segmentation of

work, kind of activities) Staff positioning (Staff mix,

classification of patient, staff scheduling) Assigning authority or Delegation of

power (substitutes, performance of special task)

Equalizing authority and responsibility

OrganizingStaffing Placing right people at the right timeAssigning competent people to fill the roles designed for the organizational structure through recruitment, selection, and development of personnel

Matching job with the people

StaffingEmployment procedureRecruitmentResponsibility for selection of nursing personnel

Induction and orientation

StaffingStaff ProjectionProjecting number of nurses needed to

provide care to patientsData collection – patient census, ave length of

stay, types of patients, admissions/dischargesPatient classification –Staff mixStaff scheduling – work schedule and off meet

organizational goals with fairness and equity among personnel – centralized or decentralized

Reasons for DelegatingAssigning routine tasksAssigning tasks for which the nurse manager

does not have timeProblem solvingChanges in nurse manager’s own job

emphasisCapability building

Techniques for DelegatingPrepare list of duties to be delegated

Duties ranked according to time required to perform them

Delegate one duty at a time

Common Delegation ErrorsUnderdelegatingOverdelegatingImproper Delegating

Effective DelegatingPlan AheadSelect Most Capable PersonnelCommunicate Goal ClearlyEmpower the DelegateSet Deadlines and Monitor ProgressModel the Role and Provide GuidanceEvaluate PerformanceReward Accomplishment

What not to delegatePower to disciplineResponsibility for maintaining morale

Overall control“hot potato”Too technical jobsDuties involving trust and confidence

Conflict Management Behaviors:a. Amiable Managers

- tend to accommodate other’s concerns and neglect their own- their preferred conflict behaviors are non-confrontational such as avoidance and withdrawal

b. Driving Managers- highly competitive- seeking to satisfy personal needs at other’s expense- their preferred conflict approach is “I win, you lose” strategy.

Conflict Management Behaviors:c. Expressive Managers

- disciplined and friendly behavior- they preferred conflict behavior in integrating the concerns of all parties into a mutually satisfactory solution.

d. Analytical Managers- typically serious- indecisive and orderly- persistent- they are inclined to avoid conflict, rather than to select a particular conflict management strategy.

BASIC RULES IN MEDIATING CONFLICT1. Establish clear guidelines and make them

known to all2. Do not postpone indefinitely. Select a time best

for both parties3. Create an environment that makes people

comfortable to make suggestions4. Keep a two-way communication5. Stress a peaceful resolution rather than

confrontation6. Emphasize shared interests7. Follow up on the progress of the plan. Give

feedback regarding their cooperation to resolve the conflict.

Organizational ChartsA diagram of organization that clearly

presents its formal structure with persons and departments and their relationships to one another

Large organization commonly have OCSmall may operate informally, OC may

not be available

Organizational ChartsTells size of the organization

and its chain of commandShows relationships between

units or departmentsBoxes represent individuals or

a departmentSolid lines represent

communication

Limitations of Organizational ChartsDoes not show informal structure

Cannot depict degree of authority

Becomes obsolete quicklyDoes not define responsibility and accountability

Organizational Charts

AuthorityAccountability

Vertical line represents responsibility of Individuals to supervise others officially



Horizontal solid lines connect individuals at the same level in the organization and have official relationship



Dotted lines represent communication relationships in which neitherindividual has direct authority oraccountability to the other and they do not have the same supervisor


Lines of Authority

Represent the responsibility of individuals to supervise officially

Downward directionShows authority over those who are

lower on the chart and connected by solid lines


Lines of Accountability

Reporting relationshipsUpward direction means accountable

to individual in the higher levelTaken together means chain of

command


Documents

THEORIES OF MANAGEMENT Jan.16 2010 lecture.ppt