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~viewed as an integrated system in which - Leader develops member production skills - For Ouchi, Theory Z focused on increasing
human and technical resources are mobilized - Organization is a machine for the efficiency of employee loyalty to the company by providing
to produce desired outcomes. the work. a job for life with a strong focus on the well-
c ʹ refers to those in some position of - Communication between manager and being of the employee, both on and off the job.
authority. worker According to Ouchi, Theory Z management
c ʹ applies in every levels of tends to promote stable employment, high
nursing. 4. c
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productivity, and high employee morale and
"organization of goal-oriented behavior satisfaction.
-influences our choices and creates functions
-achieve continuity of care >> c
-achieve scientifically-based, holistic, Types - The managerial grid model (1964) is a
individualized care. *Intrinsic behavioral leadership model developed by
-to achieve the opportunity to work *Extrinsic Robert Blake and Jane Mouton. This model
collaboratively originally identified five different leadership
##c
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styles based on the concern for people and the
concern for production. The optimal leadership
-effective use of time Need͛s style in this model is based on Theory Y.
Maslow͛s Aldefere͛s
-implementation of decision-making hierarchy
-achievement of social goal Self- >> c/%0"($
1
-identification of organizational needs. actualization Existence ʹ plans or causes of action
Esteem
ʹ design of organization
c
Love and Relatedness ʹ procedures, SOP͛s
1. c Belongingness ʹ important personnel groups within the
- Frederick W. Taylor Safety and organization
-"Taylorism" Security ʹ the way key managers behave when
- scientific method, determine the best way to Growth pursuing org. goals; cultural style of
Physiologic
perform each task Need organization ʹ consultative, dictatorial
- develop a science for each work 1 ʹ what they do; distinctive capabilities of
- select and train workers scientifically - Maslow arranges basic human needs in a key personnel
- accomplish objective through cooperation fo hierarchy, in which certain needs are more
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+2
, ʹ the
management and labor basic than others. Although all the needs are significant meanings or guiding concepts that
- divide responsibility equitably between present, the individual strives to meet certain are instilled in its members.
managers and workers. of the needs at least to a minimal level before
attending to the others. >> -3
c
2.
Elements:
- According to Weber, the attributes of modern >> c% OY Collective decision making
bureaucracy include its impersonality, Achievement, Affiliation and Power OY Long term employment
concentration of the means of administration, a OY Slower promotion
leveling effect on social and economic ## &%'"(
OY Indirect supervision
differences and implementation of a system of 1. Motivational ʹ Self-esteem, Self- OY Holistic concern
authority that is practically indestructible. actualizationa > Satisfiers
- complex organization 2. Hygiene/Maintenance ʹ Dissatisfiers >> c
3&%c(
- ration and legal authority ʹ major mgt 1.Y Interpersonal (both Leader and
premise Satisfiers member) function
͞right to exercise authority is based on position Achievement Physiologic -Y Networking
- Where there is: Recognition Safety and Security -Y Conflict negotiation and resolution
*specific delegation of poer with specific salary Responsibility Social -Y Employee dev͛t
*hierarchy of authority -Y Rewards and punishment
*organization is governed by rules and Dissatisfiers 2.Y Decision function
regulations IPR Work Condition External -Y Employee evaluation
*fitness for office based on technical Status Personality factors -Y Resource allocation (budget)
competence Salary Policy -Y Planning
*power and due respect in the position, not the Security Hygiene factors content -Y Job analysis and redesign
person 3.Y Informational function
>>c
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)* -Y Representing
3.
employee/organization
- In this approach, the manager tries to )+&, *+
, -Y Dissemination (spokesperson,
understand the problems and anxieties of the People who are Winner, loves the monitoring)
staff and to encourage their wider motivations whiner needs to be work, volunteer and
to work. Scientific management approach told in what to do. help >> (
%45c
sought to control their teams by avoiding Avoid responsibility Enjoy responsibility OY Division of work
human relationships, but here through human Dislike work Likes work OY Authority and Responsibility
relationships. Achievement is Value achievement OY Discipline
- Human relations approach to management irrelevant OY Unity of command ʹ 1 common goal
based on the idea that employees are Dull, uncreative Has potential to achieve
motivated not only by financial reward but also Money is the reason Money is just one of OY Unity of direction
by a range of social factors (e.g. praise, a sense in working the reason for OY Subordination of individual interest
of belonging, feelings of achievement and pride working to group interest
in one's work). The theory holds that attitudes, Motivate, push, Like, rewards OY Renumeration ʹ
relationships, and leadership styles play a key follow-up advantage/disadvantage of day rate
role in the performance of an organization.
after rate and profit sharing
- social environment
OY Centralization
OY Scalar Chain6authority top-down 7ʹ allocation of scarce resources on the - the formal consideration of an organization's
OY Order basis of forecasted needs for prepared future course
OY Equity activities over a specified period of time. Y
OY Stability and Tenure - ensure the most effective use of YY Y
8c
- ANA: a dynamic and systematic collaborative
approach to providing and coordinating health
care services to a defined population. It is a
participative process to identify and facilitate
options and services for meeting individual͛s
health needs, while decreasing fragmentation
and duplication of care and enhancing quality,
cost effective clinical outcomes.
- its framework includes 5 components:
assessment, planning, implementation,
evaluation and interaction.