Laud, Katherine L.

Assignment

BSN-4A

NCM 104

August 18, 2011

1. Define Management

Management is a process of getting things done through people. It supervises people and uses resources in doing the tasks. Management is responsible for initiating steps by which organizational goals and objectives are accomplished. It uses delegated authority within a formal organization to organize, direct, and control subordinates so nursing services are coodinated. It also refers to middle and lower levels of hierarchy and is often the IMPLEMENTING BODY.

2. Different theories of Management

A. THEORIES EMPHASIZING ORGANIZATIONAL STRUCTURE a. Scientific Management Theory - The central premise of this theory is that 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, 1911). b. Systematic Management Theory - Henri Fayol (1841-1925) came up with this theory that By guiding the behavior in each management situation with appropriate principles made management more effective. c. Organizational Theory - Max Weber (1864-1933) propounded similar principles of management, although what he advocated was a complex form of bureaucracy based on hierarchy of authority, division of work based on specialization of function. The responsibilities and rights of the workers in Webers system were governed by very specific rules rather than individuals. Organization of workers were based on their individual competencies.

B. THEORIES FOCUSED ON HUMAN RELATIONS a. Social Process - Mary Follet (1868-2933) focused on the motivation of individuals and groups alike towards achieving a common goal. the manager did not give orders to the rank-and-file 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. - Elton Mayo (1880-1949) and Fritz Roethlisberger (1898-1974) tested the assumption of the scientific management theory through HAWTHORNE EFFECT, which refers to a momentary change of behavior or performance in response to a change in a workers environment. C. CONTEMPORARY LEADER-MANAGEMENT a. Management by Objectives Management by objectives works if you first think through your objectives. Ninety percent of the time you havent (Drucker, 1954). Drucker believed that with carefully devised objectives and a good system for their attainment, other concerns will fall into place. b. Management as Decision Making Herbert Simon (1916-2001) posited the view that in hospitals and other service institutions, decisions are made by the employees at all levels of organization, forming a network of decision-makers. D. MOTIVATIONAL THEORIES a. Maslows Hierarchy of Needs Abraham Maslow (1908-1970) theorized that mans various needs form a hierarchy starting with their more basic needs. His theory is in the shape of a pyramid. The basic human needs such as biological needs form the base on whoch other needs like psychological and emotional needs are built. The five levels of needs: physiological, safety and security, love and belongingness, self-esteem, and selfactualization, each of which must be fulfilled before the person can go up in the hierarchy.

b. Motivation Hygiene Theory Ferdinand Herzberg (1959) came up with Two Factory Theory, which posits that two factors influence people: hygiene and motivation factors. Hygiene factors are those which can negatively influence people while motivaton factors can result in thir satisfaction and psychological growth. c. Theory X and Y Developed by Douglas McGregor. Theory X proposes that man is lazy, unmotivated, irresponsible, unintelligent, and not interested to work. Theory Y on the other hand, makes completely different assumptions about human nature. Under this theory, man is responsible, creative, self-possessed, selfdirected, and a problem-solver. d. Theory Z William G. Ouchi (1981) expanded and enlarged Theory Y with a socalled Theory Z. This humanistic nature focuses on finding better ways to motivate people in order to increase worker satisfaction and therefore productivity. Japanese Seven S - Hard S >Superordinate Goals, Strategy, Structure,Systems - Soft S > Staff, Skills, Style
3. Different principles of Management

a. Authority the right to give orders and the power to exact obedience. b. Specialization of Labor encourages continuous improvement in skills and the development and improvements in methods. c. Discipline no slacking, bending of rules. The workers should be obedient and respectful of the organization. d. Unity of Command each employee has one and only one boss to give instructions and assignments. e. Unity of Direction a single mind generates a single plan and all play their part in that plan but only one person is incharge of the groups activities. f. Subordination of Individual Interests when at work, only work things should be pursued or thought about. The needs of the patient must take precedence over the staff nurses personal needs in the same manner that a leader should be concerned with the needs of the unit patients and subordinates.

g. Remuneration employees receive fair payment or compensation for sevices, not what the company can get away with. h. Centralization of Authority consolidation of management functions. Decisions are made from the top. This produce uniformity of action, utilizes experts and reduces risks of errors in the performance of tasks. i. Chain of Command (line of authority) formal chain of command running from top to bottomof the organization, like the military. j. Decentralization of Authority focuses on importance of human elements. It increases motivation of nurses at lower levels since they are asked to participate in decision making. k. Material and Social Order all materials and personnel have prescribed values and places, embodied in the institutions policies and regulations, and they must remain there. l. Equity and Justice fair and just treatment (but not necessarily identical treatment); no favoritism. m. Personnel Tenure limited turnover of personnel. Lifetime employment for good workers. Granting security of tenure or permanent status after a satisfactory performance. n. Initiative thinking out a plan and do what it takes to make it happen. o. Scalar Chain interconnectedness of people within the organization from top to bottom. p. Hierarchy line of authority. q. Motivation of personnel nurses are rational beings and must be allowed to work their minds in problem solving and decision making. r. Esprit de Corps harmony, cohesion among personnel, to promote esprit de corps, the principle of unity of command should be observed and the dangers of divide and rule and the abuse of written communication should be avoided.
4. Roles of a Manager

a. Interpersonal Role a leader and a liaison inside and outside the organization. b. Informational Role involved monitoring the organization, sharing information observed and finally serving as a spokesperson. c. Decision Making Role the manager is all at once an entrepreneur, disturbance handler, negotiator, and allocator.