Historical Development of Management Theory 2.pdf

HOLY NAME UNIVERSITY 1st Semester – NCM 119 [Grab your reader’s attention with a great quote from the document or use this space to emphasize a key point. To place this text box anywhere on NURSING LEADERSHIP AND...

HOLY NAME UNIVERSITY 1st Semester – NCM 119 [Grab your reader’s attention with a great quote from the document or use this space to emphasize a key point. To place this text box anywhere on NURSING LEADERSHIP AND MANAGEMENT THEORY Historical Development of Management Theory Management science in nursing, develops a theory base from many disciplines, such as business psychology, sociology, and anthropology Organizations are complex and varied Theorists' views on successful management and what should have repeatedly changed in the last 100 years. Scientific Management (1900 -1930)  Frederick W. Taylor, the "father of scientific management"  According to Taylor, if workers could be taught the "one best way to accomplish a task," then productivity would increase.  Also called the principles of Scientific management.  HOLY NAME UNIVERSITY 1st Semester – NCM 119 [Grab your reader’s attention with a great quote from the document or use this space to emphasize a key point. To place this text box anywhere on Scientific Management Characteristics of Bureaucracy as Identified by Weber: 1. There must be a clear division of labor. The Four Overriding Principles of Scientific Management as Identified by 2. A well-defined hierarchy of authority must exist. Taylor (1911) are the following: 3. There must be impersonal rules and impersonality of interpersonal 1. Traditional "rule of thumb" - means organizing work must be replaced with relationships - bureaucrats are not free to act in any way they please. scientific methods. In other words, by using time and motion studies and the 4. A system of procedures for dealing with work situations must exist. expertise of experienced workers, work could be scientifically designed to 5. A system of rules covering the rights and duties of each position must be promote greatest efficiency of time and energy. place. 6. Selection for employment and promotion is based on technical competence. 2. A scientific personnel system must be established so that workers can be hired, trained, and promoted based on their technical competence and abilities. Weber is also credited with the development of the organization chart to depict According to Taylor, he thought that each employee's abilities and limitations an organization's structure. could be identified so that the worker could be best matched the most The organization chart is a picture of an organization, the knowledgeable appropriate job. manager can derive much information from reading the chart. An organization chart can help identify roles and their expectations. 3. Workers should be able to view how they "fit" into the organization and how they contribute to overall organizational productivity. This provides common goals and a sharing of the organizational mission. Participative Management Taylor thought that the use of financial incentives as a reward for work Mary Parker Follett (1926) was one of the first theorists to suggest basic accomplished. principles of what today would be called participative decision-making or Taylor viewed humans as "economic animals" motivated solely by money, participative management. workers were reimbursed according to their level of production rather than by an In her essay "The Giving of Orders," Follett espoused her belief that managers hourly wage. should have authority within, rather than over, employees. Solutions could be found that satisfied both sides without having one side 4. The relationship between managers and workers should be cooperative and dominate the other. interdependent, and the work should be shared equally. Their roles, however, were not the same. The role of managers, or functional foremen as they were Hawthorne Effect called, was to plan, prepare, and supervise. The worker was to do the work. Mayo (1953) and his colleagues discovered that when management pay special attention to workers, productivity is likely to increase, regardless of the Bureaucratic Organizations environmental working conditions. Max Weber -argued that the great virtue of bureaucracy was that it was an This Hawthorne effect indicates that people respond to the fact that they are institutional method for applying general rules to specific cases, thereby making being studied, attempting to increase whatever behavior they feel will continue to the actions of management fair and predictable. warrant the attention. Weber - developed the most comprehensive classic formulation on the Mayo also found that informal work groups and a socially informal work characteristics of bureaucracy. environment were factors in determining productivity. Mayo recommended more employee participation in decision making.  HOLY NAME UNIVERSITY 1st Semester – NCM 119 [Grab your reader’s attention with a great quote from the document or use this space to emphasize a key point. To place this text box anywhere on Theory X and Y 1. Planning encompasses determining philosophy, goals, objectives, policies, procedures, and rules; carrying out long-and short-range projections; Theory X managers believe that their employees are basically lazy, need constant determining a fiscal course of action; and managing planned change. supervision and direction, and are indifferent to organizational needs. Theory Y managers believe that their workers enjoy their work, are self- 2. Organizing includes establishing the structure to carry out plans, determining motivated, and are willing to work hard to meet personal and organizational the most appropriate type of patient care delivery, and grouping activities to meet goals. unit goals. Other functions involve working within the structure of the organization and understanding and using power and authority appropriately. EMPLOYEE PARTICIPATION Chris Argyris (1964) supported McGregor 3. Staffing functions consist of recruiting, interviewing, hiring, and orienting (1960) and Mayo (1953) by saying that managerial domination causes workers staff, scheduling, employee socialization, and team building are also often to become discouraged and passive. included as staffing functions. Argyris believed that if self-esteem and independence needs are not met, employees will become discouraged and troublesome or may leave the 4. Directing sometimes includes several staffing functions. This phase's functions organization. usually entail human resource management responsibilities such as motivating, Argyris stressed the need for flexibility within the organization and employee managing conflict, communicating, participation in decision-making. collaboration. Management Functions Identified 5. Controlling functions performance appraisals, accountability, quality control, legal and ethical control, and professional and Henri Fayol (1841-1925) the father of Systematic Management. collegial control. Fayol first identified the management functions of planning, organization, command, coordination, and control. Fayol 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. Activities of Management Luther Gulick (1937) expanded on Fayol's management functions in his introduction of the "seven activities of management"-planning, organizing, staffing, directing, coordinating, reporting, and budgeting—as denoted by the mnemonic POSDCORB. Theorists began to refer to these functions as the management process. The Management Process Brief descriptions of the five functions for each phase of the management process follow: