NgCM 119 4.
Proper tools and equipment
MODULE 6: MANAGEMENT IN 5. Proper incentives and payment
NURSING: THEORIES AND MODELS SYSTEMATIC MANAGEMENT THEORY
(HENRI FAYOL, 1841 TO 1925)
OVERVIEW/INTRODUCTION:
● Devised the traditional operational school of
Theories and models of management have evolved
management.
continuously since early 1800 with focus on the science
● Viewed that by guiding behavior in each
of management and a view that management is the art
management situation with appropriate
of accomplishing things through people. This module will
principles made management more effective.
discuss the different theories and models of
● Introduced management principles with the aim
management to describe the best practices in solving
of setting up a structure that would both promote
creatively problems in the organization. This module will
order and raise worker’s morale, thereby
also focuses on the application of various theories and
improving efficiency and accountability in the
models in various situation in the nursing practice.
system.
● Principles of Management:
EARLY MANAGEMENT THEORIES: Theories
- Serves as guides for managers for
Emphasizing Organizational Structure
effective and efficient practice.
SCIENTIFIC MANAGEMENT THEORY
(FREDERICK TAYLOR , 1856 TO 1915)
● Developed to address the growing need to
improve industrial production.
● Both management and labor want to increase
productivity, and find “one best practice” through
which the worker is able to get the most work
done for the least energy spent.
● Train workers in “one best practice” and it would
replace workers’ indiscretion.
● Taylor’s System of Work Improvement
- Controlled observation of the workers’
performance with time and motion
studies to quantify the efficiency of
workers with the task.
● Basis in Determining Efficient Performance:
1. Selection of the best man for a particular
task based on the studies.
2. Training of chosen workers for the task
and pay adjustment
3. Filling of managerial positions with
highly skilled worker. Ex. Foreman in
each specific work unit.
● Breaking down one complex task into several
smaller subtasks, the performance of each
worker was optimized.
● View that the organization and people are
machines to be run efficiently to increase
productivity.
● Basic Components of this theory:
1. Analysis and synthesis of elements of
the operation through time and motion
studies.
2. Scientific selection of workers
3. Training of workers
ORGANIZATIONAL THEORY ● Changes in environment condition such as:
(MAX WEBER, 1864 TO 1920) brighter workplace, lighting, cleaner work areas,
● Father of the Theory of Social and Economic clearing out pathways in the office and relocating
Organization, applied the principles to some work stations → brief spike in productivity,
management. at least momentarily, people are more productive
Bureaucratic Theory when they feel appreciated and observed.
● Advocated complex form of bureaucracy →
based on hierarchy of authority and division of CONTEMPORARY LEADER-MANAGER THEORIES:
work having specialization of functions. Current or Modern Theories
● Systematic formation of organization which is
bureaucratic or highly structured, formalized with MANAGEMENT BY OBJECTIVES
clear rules, regulations, and line of authority. PETER DRUCKER (1909 TO 2005)
● Believe employees were loyal to an individual ● Father of modern corporate management, which
not to the organization. is a consensual process where both
● System of superior-subordinate communication management and rank-and-file meet in order to
and relations the responsibilities and rights of understand and agree on the organization’s
the workers were governed by specific rules objectives.
rather than individuals. ● Believed that multiple objectives in line with this
goal could organize and explain the whole range
EARLY MANAGEMENT THEORIES: Theories of business phenomena.
Focused on Human Relations ● Approach involve a joint effort between
supervisors and subordinates, and breakdown
SOCIAL PROCESS respective responsibilities, goals and objectives,
(MARY FOLLET, 1868 TO 1933) to be used in operations.
● Conceived management as a social process ● Believed with carefully devised objectives and
focused on the motivation of individuals and good system for the attainment, other concerns
groups alike towards achieving a common goal. will fall into place.
● Based on collaboration and cooperation rather
than the exercise of the manager’s power and MANAGEMENT AS DECISION MAKING
authority, and attention is devoted to what HERBERT SIMON (1916 TO 2001)
motivated the worker. ● Viewed that in hospitals and other service
● The manager do not give orders to the institutions, decision are made by employees at
rank-and-file employee but rather work together all levels of organizations, forming a network of
to study a given situation and take the best decision-makers.
action based on specific needs of the situation. ● Optimizing and Satisfying as two distinct
approaches to decision making.
HAWTHORNE EFFECT BASED ON SCIENTIFIC 1. Optimizing – the search for the best
MANAGEMENT THEORY (ELTON MAYO, 1880 TO alternative possible.
1949 AND FRITZ ROETHLISBERGER, 1898 TO 1974) 2. Satisfying – using the first workable
● Drawn from the Scientific Management Theory solution. If one approach went with what
● To find out the effects on a worker’s productivity was best, this one went with what is
of different elements, studied the effect of enough to work out.
physical environment, participation in decision ● Three-Step Process in arriving at the best
making, arriving at a conclusion that productivity decision:
was affected by both the physical and social 1. Listing alternative strategies for
environment resolving the problem.
a) The ability or opportunity to participate 2. Determining the consequences that
in decision making with the would follow each alternative.
administration. 3. Comparative evaluation of these
b) The recognition from administration consequences
● Hawthorne Effect – refers to momentary
change of behavior or performance in response
to change in a worker’s environment, response
usually being an improvement.
MANAGERIAL ROLES HENRY MINTZBERG (1975) TWO-FACTOR THEORY OR MOTIVATION HYGIENE
Named three basic roles of the typical manger, THEORY: FREDERICK HERZBERG (1959)
namely: Two Factors that Influence People:
1. Interpersonal – the figurehead, a leader and a 1. Hygiene Factors – are those which can
liaison inside and outside the organization. negatively influence people.
2. Informational – monitoring the organization, 2. Motivation Factors – can result in satisfaction
sharing information observed and serve as and psychological growth.
spokesperson.
3. Decision-making – entrepreneur, disturbance
handler, negotiator, and allocator.
MOTIVATIONAL THEORIES:
● One must know the reasons or motives why one
would do something in exchange for what one
wants to do.
● Motivation is whatever influences one’s choices
and creates direction, intensity and persistence
in one’s behavior and to satisfy needs.
● Motivational Theories can be:
1. Content Motivation – satisfaction of THEORY X AND Y DOUGLAS MCGREGOR
needs ● Developed the Human Relations School of
2. Process Motivation – motivation Management
through rational and cognitive processes ● Developed two theories, Theory X and Y, with
two different sets of assumptions.
ABRAHAM MASLOW’S HIERARCHY OF NEEDS
(ABRAHAM MASLOW, 1908 TO 1970) THEORY Z
● Theorized that man’s various needs form a WILLIAM G. OUCHI (1981)
hierarchy starting with the more basic needs. ● Expanded and enlarged the theory Y with theory
● In a nursing management setting, the relevance Z
of such a theory is that nurses should look first ● Focuses on finding better ways to motivate
at the patient’s basic needs before she can take people in order to increase worker satisfaction
the other needs. This makes more efficient and and therefore improve productivity.
effective operations in the organization. ● Goal is to encourage people to work based on
● The nurse must also look into own needs to their interests and desire to accomplish the
function properly tasks on time.
● Meeting the needs can increase productivity, ● Expounded on 7 Basic Criteria on “Seven S”:
working hours, freeing from constraints. 1. Superordinate Goals – those which hold
the organization together
2. Strategy – method of doing things.
3. Structure – concern with the physical
plant and facilities
4. Systems – coherence of all parts of the
organization to work for a common goal.
5. Staff – concern for the right people to do
the job.
6. Skills – developing and training people.
7. Style – manner of handling peers,
subordinates and superiors
● Elements of Theory Z:
1. Collective decision making
2. Long term employment
3. Slower but more predictable promotions
4. Indirect supervision
5. Holistic concern for employees,
discussion of needs and problems
● Principle is that work is natural and can be
source of satisfaction when aimed at a higher
order of human psychological needs.
● Focuses on increasing employee loyalty by
being concerned about the well-being of the
employee, lifelong security of employment, high
employee morale and satisfaction as key to high
productivity.
VROOM’S EXPECTANCY THEORY OF MOTIVATION
● Theory of motivation focuses on people’s wants
and their desire to get it.
● Three Variables of the Theory:
1. Force – decreases the amount of effort
one will exert to reach one’s goals
2. Valence – is concerned with the level of
attractiveness or unattractiveness of
one’s goals.
Valence is graded as:
+1 an outcome that is highly
attractive to the individual
-1 a highly unattractive goal
0 goal does not interest the
individual
3. Expectancy – is the perceived
possibility that the goal will be achieved.
Expectancy is evaluated by:
1 indicates assurance that the
goal will be achieved
0 indicates the goal is
impossible to achieve.
● Theory appears in the form of equation as:
Force = Valence + Expectancy
● This will predict the motivation of an individual to
achieve a goal as negative, neutral