Management

Management
Is the process of :
Coordinating actions
Directing actions
Assigning resources

GOALS

doing things right

A function
Uses delegated authority within a formal
organization to organize, direct and
control subordinates so nursing servicese
are coordinated

Management
Refers to the middle and lower levels of hierarchy
and is often the implementing body
Is a process of getting things done through people
It supervises people and uses resources in doing
the tasks
A process, with both interpersonal and technical
aspects, through which the objectives of an
organization are accomplished by
utilizing human and physical resources
and technology

Principles of Management
(SO I ADD USER CUES)
Scalar chain/ Line of authority/Heirarchy
Order
Initiative
Authority
Division of Work
Discipline
Unity of Direction
Stability of tenure of personnel
Equity & Justice
Remuneration
Centralization of authority

Principles of Management
Unity of command
Esprit de corps
Subordination of Individual interests to the general
interests

Theories of Management
1.Scientific Management theory
2.Bureaucratic Theory
3.Administrative theory
4.Human Relations theory
(Organizational behavior)
5.Motivational Theory

Theories of Management
Scientific Management theory
Frederick Taylor ( Father of scientific
management)
Focuses on maximizing worker production
levels & efficiency
Postulated that if workers could be taught
the one best way to accomplish a task,
productivity would increase
It relies on the view of work as a systematic
series of tasks that could be measured,
predicted, and manipulated to increase
efficiency

Theories of Management
Scientific Management theory
It includes the development of time and
motion studies that resulted in one best
way of carrying out a specific task or
series of tasks.
Provides important feedback about
workflow

Theories of Management
Scientific Management theory
4 overriding principles:
1. A workers job could be measured with scientific
accuracy. ( use of time and motion studies)
2. The scientific selection of workers
3. Monitor worker performance, and provide
instructions and supervision to ensure that
they're using the most efficient ways of working.
giving of incentives
4. There should be continuing cooperation of
management and workers. Functional
foremanship the manager plans, directs
and evaluates while the worker performs the
actual task.

Theories of Management
Bureaucratic Theory
Max Weber (father of the theory of social &
economic Organization)
He believed that organizations with a hierarchical
structure are most efficient and effective.
Includes the concepts of division of labor, authority,
hierarchy, formal selection, formal rules and
regulations, impersonality and career orientation
The responsibilities and rights of the workers were
governed by very specific rules rather than
individuals.
Focuses on employee competence as the basis for
hiring & promoting employees

Theories of Management

Administrative theory

Henri Fayol
States that several principles are essential to
the functioning of any organizations( 14
principles of management)
He introduced management principles with
the aim of setting up a structure that would
both promote order and raise workers morale,
thereby improving efficiency and accountability
in the system.
First identified the management functions of
planning, organizing, directing and controlling.

Theories of Management

Human Relations theory

(Organizational behavior)

Focuses on the individual worker rather than

processes and proceduresas the key to
organizational motivation, productivity and
control
workers are motivated by other workers as
much as by environmental factors

1. Social process
2. Hawthorne effect

Theories of Management
Social process(Participative Management)
Mary Follet
focused on the motivation of individuals and
groups alike towards achieving a common
goal.
Based on collaboration and cooperation
between the manager and the worker
The manager will not give order to the
employee but rather worked together to
study a given situation and take the best
action based on the specific needs present in
such situation.

Theories of Management
Hawthorne Effect
Elton Mayo and Fritz Roethlisberger
Refers to a momentary change of behavior or
performance in response to a change in a
workers environment, the response usually
being an improvement (changes in
environmental condition increases
productivity of workers
when a person is observed or studied, his or
her behavior changes

People are more productive when they

feel appreciated or when watched.

Theories of Management
Motivational Theory
1. Maslows Hierarchy of Needs
Abraham Maslow( father of humanistic psychology)

2. Two Factor Theory (Motivation Hygiene

theory)
Ferdinand Herzberg
states that there are certain factors in the
workplacethat causejob satisfaction, while a
separate set of factors cause dissatisfaction.
Postulate that two factors influence people:
hygiene factors & motivation factors

Management must ensure that both sets of needs are

met, directly or indirectly by creating a most conducive
possible work environment

Theories of Management

Hygiene fx- negatively influence people

Working conditions
Pay/salary
Status in an organization
Co-workers
Security

Motivation fx result in their satisfaction and

psychological growth

Achievement
Interest in the job
growth
Recognition of responsibility for work

Theories of Management
3. Theory X and Theory Y
Douglas McGregor
Theory X -- proposes that man is:
Lazy
Unmotivated
Irresponsible
Unintelligent
Not interested to work
Task of the manager is to exercise strict
control over his subordinates to ensure that
the work is carried out properly.

Theories of Management
Theory Y man is
Responsible
Creative
Self-possessed
Self-directed
A problem solver
Task of the manager is to provide
opportunities for the subordinates to be
creative, and productive, and to encourage
growth and provide guidance.

Theories of Management
4. Theory Z
William Ouchi
Expanded Theory Y
Focuses on finding better ways to motivate
people in order to increase worker
satisfaction & therefore productivity
7 basic criteria ( japanese seven S)
Superordinate goals
Strategy
Structure
Systems
Staff
Skills
Style

Theories of Management
4. Theory Z
Important elements:
collective decision making, long term employment,
slower but more predictable promotions, indirect
supervision, holistic concern for employees

Management focused on increasing employee

loyalty to the company
Management emphasized stable employment
and high employee morale and satisfaction as
keys to high productivity.

Other slide.

Basic Managerial Functions

(According to Henri Fayol)

1. Planning

Thinking ahead, making future projections to

achieve desired results

2. Organizing

Establishing formal authority

3. Directing

Leading the staff

4. Controlling

Assessing/regulating performance

The changing world of nursing and

management
Management often derives from a more rigid,
hierarchical structure. In traditional
organizations:
A manager is an expert in management
techniques, but not necessarily an expert
in clinical realm. This can lead to:
Managers being targets of downsizing
Managers becoming overseers of systems
rather than of people. This means the manager
has a vested interest in maintaining these
systems even if redesign will be more efficient
and will result in better patient outcomes

The changing world of nursing and

management
Management often derives from a more rigid,
hierarchical structure. In traditional
organizations:
The disengaged manager is not a model
that works well in nursing
Nurses need clinical managers who have
knowledge of the challenges bedside
caregivers face so as to be able to support
staff and advocate for staff needs to superiors
Nurses tend to be put off by managers who
could not participate in patient care if
necessary during a crisis

 Ongoing dilemma for nursing: the

combination of clinical and management
skills
Expert clinicians are often promoted to
nurse manager positions based on their
clinical expertise, and not on their
management skills. In many organizations,
this
is
the
only
opportunity
for
advancement, however, someone with
great management skills may not be upto-date clinically

Differences
LEADERSHIP
Position
Selected or allowed by a group of
followers
Power base
Comes from knowledge,
credibility and ability to
motivate followers
Goals/visions
Arise from personal interests and
passion that may not be
synonymous with the goals of
the organizations

MANAGEMENT
Appointed by someone higher in
the organizational hierarchy
Arises from ones position of
authority

Espoused or
prescribed by the
organization

Differences
LEADERSHIP
Innovative Ideas
Developed, tested, and
encouraged among all
members of the group
Risk level
High risk, creativity, innovation
Degree of order
Relative disorder seems to be
generated

MANAGEMENT
Allowed, provided they do not
interfere with task
accomplishment, but not
necessarily encouraged
Low risk, balance, maintaining the
status quo
Rationality and
control prevail

Differences
LEADERSHIP
Nature of Activities
Related to vision and judgment
Focus
People
Perspective
Long-range, with an eye on the
horizon
Degree of freedom
Freestanding and not limited to an
organizational position of
authority
Actions
Does the right thing

MANAGEMENT
Related to efficiency and cost
effectiveness
Systems and structure
Short-range, with an eye on the
bottom line
Tied to a designated
position in an
Organization
Does things right