Introduction to Nursing Management Flashcards
old French term means “the directing”
a universal process
use in business, practice of one’s profession and even day to day personal affairs
process of coordinating and supervising personnel and resources to accomplish organizational goals
Management
One of the factors of production together with land, and capital.
Industrialization increases, management is substituted by labor and capital.
Management of a firm determines to a large extent, its productivity and profitability.
Economic source
Management first develops with top individuals determining the course of action for the rank and file.
The constitutional management emphasizes definite and consistent concern for policies and procedures in dealing with the working group.
A line toward a democratic and participative approach follows as employee receive higher education.
System of authority
Managers have become an elite group of brains and education.
This class is based on education and knowledge.
Managers continue to expand their horizons in an effort to attain the ultimate in life or goal.
Class and status system
Frederick W. Taylor, the “father of scientific management’ Taylor postulated the workers could be taught “one best way to accomplish a task” productivity would increase.
Scientific Management Theory (1900-1930)
- Traditional “Rule of Thumb” means organizing work must be replaced with scientific methods. Give allotted time to workers in accomplishing their task.
- Workers can be hired, trained and promoted based on their competence and abilities.
- Employees are entitled of receiving financial rewards, and incentives for worked accomplished because he viewed humans as “economic animals’ motivated solely by money.
- Maintain good interpersonal relationship between the workers and managers they should be cooperative and interdependent and the work should be shared equally.
Four principles of scientific management
Use motion picture to develop work efficiency.
“Therbligs” - 17 classification of hand movements.
Develop Job Simplification.
Subject of the book “Cheaper by the Dozen
Frank and Lilian Gilbreth
“The First Lady of Management”
Develop Gantt Chart
Advocates for a humanitarian management
Henry Gantt
Disciple of Frederick Taylor
it is determining philosophy, goals and objective, policies, procedures and rules.
Planning
it includes establishing the organizational structure to carry out plans
Determining the most appropriate type of patient care delivery.
Organizing
functions consist of recruiting interviewing, hiring and orienting staff.
Staffing
it includes several staffing functions such as motivating, managing conflict.
Delegating, communicating, facilitating collaboration.
Directing
functions include performance appraisals.
Fiscal accountability, quality control, legal and ethical control.
Controlling
Lyndal Urwick she combined the theories of Taylor and Fayol to develop the classic
Organizational Theory”, popularized the term “span of control and unity of command.
He developed the organizational chart. According to him there are 3 basis of authority traditional, charismatic and rational authority.
Max Weber – is the “Father of Organizational Management”
Management Functions
Planning, organization, command, coordination and control
HENRY FAYOL
Father of the Management Process School
- Division of labor
- Work specialization
- Scalar chain of authority (levels of authority)
- Responsibility accompanied by authority
- Fair and just remuneration
- Group harmony through equal treatment or “esprit d’corps
- Stability of tenure of employees
FAYOL’S ADMINISTRATIVE
PRINCIPLE
- Span of control
- Unity of command
LYNDALL URWICK
Expanded on Fayol’s’ management functions - Seven Activities in Management
POSDCORB (Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting - He also believed that “ management should be taught in school”
LUTHER GULICK (1937)
A person who has responsibility for the activities of other people in an organization.
Manager
THREE-FOLD CONCEPT TO EMPHASIZE THE BROADER SCOPE OF MANAGEMENT, (HARBIZON AND MYERS)
- Economic source
- System of authority
- Class and status system
comes from formal or informal coalitions and
interpersonal relations and links to prestigious and influential people
within and outside of the organization
Connection Power
comes from knowledge, access to information,
and the sharing of information. It is especially powerful when others
need the information
Information Power
gained through knowledge, skills, information,
experience and competence; expertise gains people respect and
compliance.
Expert Power
based on identification with a leader and what
that leader symbolizes. The leader is admired and exerts
influence because the followers desire to be like the leader
referent Power
the right of the manager or leader to
influence and the staff member an obligation to accept that
influence.
Legitimate Power
based on a fear of punishment if one fails to
conform; an opposite of reward power,
Coercive Power
Reward Power
comes from the ability to reward others for
complying
the ability to impose the will of one person or group to
bring certain behaviors in other persons or groups
POWER
Suggests that both the leaders and followers
have the ability to raise each other to a higher
level of motivation and morality.
Transactional and Transformational
Leadership (Burns)
focuses on tasks and
getting the work done
Transactional Leader
focuses on vision and
empowerment
Transformational Leader
is effective when
subordinates are low in motivation and ability
High task, low relationship style
effective when
subordinates have adequate motivation but low ability
High-task, high relationship style
effective when
subordinates have adequate ability but low motivation
Low-task, high-relationship style
effective when
subordinates are very high in ability and motivation.
Low-task, low-relationship style
Predicts the most appropriate leadership style from the level of
maturity of the followers
Paul Hersey & Kenneth Blanchard) (1950-1980)
“No leadership style is ideal for every situation”
Contingency Theory- Fred Fiedler, 1960
Traits required of a leader differ according to varying
situations
Variables: - personality of the leader - performance requirements of both the leader and followers - attitudes, expectations and needs of the leader and follower
Mary
Parker
Follet
conceptualized the “law of the situation”
which dictates that a person does not take
orders from another person but from the
situation itself.
- Permissive, with little or no control
- Motivates by support when requested by
the group or individuals - Provides little or no direction
- Upward and downward communication
between members of the group - Disperses decision making throughout the
group - Places emphasis on the group
- Does not criticize
LAISSEZ
FAIRE
- Less control
- Use of economic and ego rewards as
motivators - Directs through suggestion and guidance
- Communication flows up and down
- Participative decision making
- Emphasis is on “we” not “I” and “you”
- Criticism is constructive
DEMOCRATIC
Lewin, White & Lippit’s Leadership
styles
* Strong control over the work group
* Use of coercion and command
* Downward flow of communication
* Emphasis on the difference of status
* Criticism is punitive
AUTHORITARIAN
Emphasis is not on the traits the leader has but
rather on what he did as a leader (style)
BEHAVIORAL THEORIES
- “Assume that some people have certain
characteristics or personality traits that make
them better leaders than others
*
TRAIT THEORIES
“Some people are born to lead whereas
others are born to be lead
GREAT MAN THEORY
Inspirational quality possessed by some people that make
others feel better with their presence.
* Arousing strong feeling of loyalty & enthusiasm
CHARISMATIC THEORY
- An interpersonal skill of influencing others towards
goal achievement.- Out front , moving forward, taking risks, challenging the
status quo
Characteristics:
1. Often do not have delegated authority
2. May or may not be a part of a formal organization - Emphasize interpersonal
relationships - Focus on group process,
information gathering, feedback
and empowering others. - Directs willing followers
- Have goals that may or may not
reflect the organizational goals
LEADERSHIP
INTERPERSONAL
Symbol of the
organization, liaison
between the
organization and the
outside contacts
INFORMATIONAL
Monitors and
disseminates information
represents the
subordinates to superiors
and vice versa
DECISIONAL
Trouble shooter, conflict
negotiator
TECHNICAL
Proficiency in
performing an activity
in the correct manner
with the right
technique. (Skills)
HUMAN
Dealing with people and
how to get along with
them (Attitude)
CONCEPTUAL
Ability to see individual
matters as they relate to
the total picture, develop
creative ways to respond
to identified problems
with the use of relevant
facts (Knowledge)
A management approach that recognizes organizations as
different, which means they face different situations (contingencies)
and require different ways of managing.
Situational characteristics are called contingencies. The
contingencies include
a. Circumstances in the organization’s external environment.
b. The internal strengths and weaknesses of the organization
The Systems Approach
1. Closed system- not influenced by and do not interact with their environment.
2. Open system: system that interacts with their environment
The Contingency Approach states that a variety of factors, both
internal and external to the firm, may affect the organization’s
performance.
Therefore, there is no “one best way” to manage and organize because
circumstances vary
Blake and Mouton’s
Managerial Grid
stated that there are 2
critical dimensions of leadership
(a)concern for people, and (b)
concern for production.
a manager can be high on
both (9,9) or low on both (1,1);
high on task, low on relationship
(9,1) low on task, high on
relationship (1,9
WILLIAM G. OUCHI- THEORY Z- Consensus decision making- Fitting employees to their jobs- Job security- Slower promotion (horizontal movement in
the organization- Holistic concern for the workers- Guarantee of lifetime employment
FREDERICK HERZBERG - Proposed the Two- Factor
Motivational Need- Hygiene Factors “Dissatisfiers”- Motivating Factors “Satisfiers”
*
DOUGLAS MC GREGOR
“Managerial attitudes can be directly correlated
with employeesatisfaction”
TheoryX-believes that employees are basically lazy,
need constant supervision and direction.
TheoryY
“believes that workers enjoy their work, are
self motivated , and are willing to work hard to
meetpersonal and organizational goals
*
ABRAHAM MASLOW -Described humans as “wanting”
organisms that satisfy their basic
needs in a specific sequence.-According to Maslow, higher level
needs do not emerge as motivators
until lower level needs are satisfied
*
JACOB MORENO - System of pairings called
Sociometry; - Believes that people are attracted to,
repulsed by or just indifferent
towards each other
*
ELTON MAYO AND
COLLEAGUES- HawthornePlantStudy
“When management paid special
attention to workers, productivity
will likely to increase regardless of
the working conditions
MARY PARKER FOLLET
“Managers should have authority with,
rather than, over employees.
