PRELIM - Management Theory

Question 1

Who developed Scientific Management theory

Answer 1

Frederick Taylor (1856-1915)

Question 2

to address the growing need to improve industrial production.
Central premise: Management and labor both want to increase productivity; it is possible to find “one best practice” through which the worker gets the most work done for the least energy spent.

_____’s System of Work Improvement
First component: Controlled observation of worker’s performance done with time and motion studies to quantify the efficiency of workers with which task is done.
Basis for most efficient way to perform a given task:
1. Selection of the best man for a particular task based on the results of the scientific study;
2. Training of the chosen workers for their designated tasks and the appropriate adjustment of their pay; and
3. Filing of the managerial positions with the more highly skilled workers, in particular, a foreman being appointed to each specific unit.
Basic components:
1. Analysis and synthesis of the elements of the operation through time and motion studies;
2. Scientific selection of workers;
3. Training of workers;
4. Proper tools and equipment;
5. Proper incentives and payments

Answer 2

Scientific Management Theory

Question 3

Father of Systematic Management

Answer 3

Henri Fayol (1841-1925)

Question 4

devised the traditional operational school of management. Guiding behavior in each management situation with appropriate principles made management more effective.
Introduced management principles to set up a structure that would both promote order and raise worker’s morale to improve economic efficiency, especially labor productivity.

Answer 4

Systematic Management Theory

Question 5

Father of the Theory of Social and Economic Organization (Organizational Theory)

Answer 5

Max Weber (1864-1920)

Question 6

Complex form of bureaucracy based on hierarchy of authority and division of work based on specialization of function. Responsibilities and rights of the workers were governed by very specific rules rather than individuals.
Organization of workers were based on their individual competencies.

Answer 6

Organizational Theory

Question 7

What are 3 Management Theories

Answer 7

1. Scientific Management Theory
2. Systematic Management Theory
3. Organizational Theory

Question 8

What are 2 Theories focused on Human Relations

Answer 8

1. Social Process
2. Hawthorne Experiments

Question 9

who Conceived management as a social process focused on the motivation of individuals and groups alike towards achieving a common goal.

Answer 9

Mary Follet (1868-1933)

Question 10

Collaboration and cooperation rather than exercise of the manager’s power and authority.
• Particular attention was devoted to what motivated the worker.
• Manager don’t give orders to the rank-and-file employee, rather work together with the said employee to study the situation and take the best action based on specific needs present.

Answer 10

Social Process

Question 11

who tested the assumptions of the scientific management theory through Hawthorne effect

Answer 11

Elton Mayo (1880-1949) and Fritz Roethlisberger (1898-1974)

Question 12

Productivity was affected by both physical and social environment including the ability or opportunity to participate in decision making with the administration and recognition from the administration.

Answer 12

Hawthorne Experiments

Question 13

refers to a momentary change of behavior or performance in response to a change in a worker’s environment, usually being an improvement.
• People are more productive when they feel appreciates or when watched.

Answer 13

Hawthorne Effect

Question 14

What are 3 contemporary Leader-Manager Theoris

Answer 14

1. MANAGEMENT BY OBJECTIVES (MBO)
2. MANAGEMENT AS DECISION MAKING
3. MANAGERIAL ROLES

Question 15

Father of Modern Corporate Management which is a consensual process where both management and rank-and-file meet in order to understand and agree on the organization’s objectives (authority, responsibility and accountability).
• Approach involved joint efforts between supervisors and subordinates.

Answer 15

Peter Drucker (1909-2005) from Management by Objectives (MBO)

Question 16

who Posited that hospitals and other service institutions, decisions are made by employees at all levels of organization, forming a network of decision-makers

Answer 16

Herbert Simon (1916-2001)

Question 17

Posited that hospitals and other service institutions, decisions are made by employees at all levels of organization, forming a network of decision-makers
• Optimizing and satisfying are two distinct approaches to decision making
• Optimizing: Search for the best alternative possible (economic man)
• Satisfying: Using the first workable solution (administrative man) • Three step process to arrive at the best ultimate decision:
1. Listing alternative strategies for resolving the problem
2. Determining the consequences that would follow each
alternative
3. Comparative evaluation of these consequences

Answer 17

MANAGEMENT AS DECISION MAKING

Question 18

what are two distinct approaches to decision making

Answer 18

Optimizing and satisfying

Question 19

Search for the best alternative possible (economic man)

Answer 19

Optimizing

Question 20

Using the first workable solution (administrative man)

Answer 20

Satisfying

Question 21

what are the Three step process to arrive at the best ultimate decision:

Answer 21

1. Listing alternative strategies for resolving the problem
2. Determining the consequences that would follow each
   alternative
3. Comparative evaluation of these consequences

Question 22

who developed Managerial Roles

Answer 22

Henry Mintzberg (1975)

Question 23

Henry Mintzberg (1975): names three basic roles of a typical manager:

Answer 23

1. Interpersonal role- a figurehead, a leader, and a liaison inside & outside the organization
2. Informational role- monitoring the organization, sharing information, spokesperson
3. Decision making roles- manager is all at once an entrepreneur, disturbance handler, negotiator, and allocator.

Question 24

basic roles of a typical manager:

a figurehead, a leader, and a liaison inside & outside the organization

Answer 24

Interpersonal role

Question 25

basic roles of a typical manager:

monitoring the organization, sharing information, spokesperson

Answer 25

Informational role

Question 26

basic roles of a typical manager:

manager is all at once an entrepreneur, disturbance handler, negotiator, and allocator.

Answer 26

Decision making roles

Question 27

Principles of Management

Answer 27

1. Authority
   • the right to give orders and the power to exact obedience.
   • Specialization of labor
   Ø specialization encourages continuous improvement in skills and the development and improvements in methods.
   • Discipline
   no slacking, bending of rules. The
   workers should be obedient and respecjul of the organization.
2. Unity of Command
   • each employee has one and only
   one boss to give instructions or assignments.
3. Unity of Direction
   Ø a single mind generates a single plan
   and all play their part in that plan but only one person is in-charge of the group’s activities.
   • Subordination of Individual Interests
   Ø when at work, only work things should be pursued or thought about. The needs of the patients must take precedence over the staff nurse’s personal needs in the same manner that a leader should be concerned with the needs of the unit patients and subordinates.
4. Remuneration
   Ø employees receive fair payment or
   compensation for services, not what
   the company can get away with.
5. Centralization of Authority
   Ø 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.
6. Chain of Command (line of authority)
   Ø formal chain of command running from top to bottom of the
   organization, like the military.
7. Decentralization of Authority
   Ø focuses on importance of human elements. Increases motivation of nurses at lower levels since they are asked to participate in decision making.
8. Material and Social Order
   Ø all materials and
9. Equity and Justice
   Ø fair and personnel have and places, embodied in the institution’s policies
   prescribed values and regulations.
   just treatment (but not necessarily identical treatment); no
   favoritism
10. Personnel Tenure
    Ø limited turnover of personnel. Lifetime employment for good workers. Granting security of tenure or permanent status aler as satisfactory performance.
11. Initiative
    Ø thinking out a plan and do what it
    takes to make it happen.
12. Scalar Chain
    Ø interconnectedness of people within the organization from top to bottom.
13. Hierarchy
    Ø line of authority.
14. Motivation of Personnel
    Ø nurses are rational beings and must
    be allowed to work their minds in problem solving and decision making.
15. Esprit de Corps
    Ø harmony, cohesion among personnel
    Ø The principle of unity of command
    should be observed and the dangers of divide and rule and the abuse of wriden communication should be avoided.