Management Theories

Two major but opposing schools of thought in management

Frederick Taylor
- Scientific Management
- He argued that most jobs could be done more
efficiently if they were analyzed thoroughly.
- with a well-designed task and enough incentive to get
the work done, workers could be more productive. for
example, Taylor promoted the concept of paying people
by the piece instead of by the hour. In health care, the
equivalent would be by the number of patients bathed
or visited at home rather than by the number of hours
worked.
McGregor
- Human relations-based Management
- Theories X and Y
- Theory X (work is something to be avoided people want
to do as little as possible use control-supervision-
punishment
- Theory Y (the work itself can be motivating people
really want to do their job well use guidance-
development-reward
Max Weber
- Max Weber defined a Bureaucratic organization as
having the following characteristics:
- Division of labor. Specific parts of the job to be done
are assigned to different individuals or groups. For
example, nurses, physicians, therapists, dietitians, and
social workers all provide portions of the health care
needed by an individual.

- Hierarchy. All employees are organized and ranked
according to their level of authority within the
organization. For
example, administrators and directors are at the top of
most hospital hierarchies, whereas aides and
maintenance workers are at the bottom.

- Rules and regulations. Acceptable and unacceptable
behavior and the proper way to carry out various tasks
are defined, often in writing. For example, procedure
books, policy manuals, bylaws, statements, and memos
prescribe many types of behavior, from acceptable
isolation techniques to vacation policies.
- Emphasis on technical competence. People with
certain skills and knowledge are hired to carry out
specific parts of the total work of the organization. For
example, a community mental health center has
psychiatrists, social workers, and nurses to provide
different kinds of therapies and clerical staff to do the
typing and filing. Some bureaucracy is characteristic of
the formal operation of every organization, even the
most deliberately informal, because it promotes smooth
operations within a large and complex group of people.





Differences Between Leadership and Management

Leadership Management
Based on influence Based on authority
and shared meaning

An informal role A formally designated role

An achieved position As assigned position
Part of every nurses Usually responsible for budgets,
responsibility hiring and firing people

Requires initiative and Improved by the use of
independent thinking effective leadership skills

(Essentials of Nursing Leadership and Management fifth edition,
whitehead et. al, 2010)