MANAGEMENT STRATEGIES IN NURSING

FOR MSN-NA 213 STUDENTS ACCESS ONLY

MANAGEMENT
Definition
- Process of coordinating and supervising personnel and resources to accomplish
organizational goals
ATTRIBUTES OF AN
EFFECTIVE MANAGER
• Vision to plan for the future of the organization
• Increased trust
• Sound communication
• Increased decision-making ability
• Organizational skills
• Neutral

NURSING PROFESSION
• Management Areas

• PATIENT CARE

• OPERATIONS

• HUMAN RESOURCES

MANAGEMENT THEORIES
• SCIENTIFIC MANAGEMENT
• EFFICIENCY AND PRODUCTION

• CLASSICAL MANAGEMENT
• VIEWED THE ORGANIZATION AS A WHOLE RATHER THAN FOCUSING
SOLELY ON PRODUCTION
• MANAGERIAL ACTIVITIES
• PLANNING, ORGANIZING, CONTROLLING

HUMAN RELATIONS –
- focused on the effect an individual has on the success or failure of an organization,
stresses the social environment, individual’s group process, IPR, leadership,
communication

BEHAVIORAL SCIENCE –
• emphasized the use of scientific procedures to study the psychological, sociological
and anthropological aspects of human behavior in organization.
• Emphasis is on the importance of maintaining a positive attitude toward people,
training managers, fitting supervisory action to the situation, meeting employee’s

1
 needs.
• Promoting employees’ sense of achievement, obtaining commitment through
participation in planning and decision making.

Frederick Winslow Taylor

• One best way to perform each task
• Management requires mental revolution on the part of the owner, manager and worker
• The Principles of Scientific Method

Frank and Lillian Gilbreth

• Emphasized benefits of job simplification and establishment of work standards as well as the
effects of incentive wage plans and fatigue on work performance
• Recommended written instructions to prevent misunderstandings and started a merit-rating
system for workers

• The Psychology of Management

Lillian Moller Gilbreth

PhD,
hD, (May 24, 1878 – January 2, 1972) was one of the first working female engineers
holding a PhD.
PhD. She was born in Oakland, California to William and Anne (née Delger)
Moller.

• Management Theory
• Lillian Gilbreth's work focused on inefficiency and waste - not only the waste of time and
motion but also the waste of potential human satisfaction and fulfillment that could be
derived from work. She believed that poorly planned jobs made work tiresome and destroyed
enjoyment of the task.

• They emphasized the benefits of job simplification and the establishment of work standards,
as well as the effects of incentive wage plans and fatigue on work performance.

• Henry Laurence Gantt, A.B., M.E. (1861

(1861 – 23 November 1919) was an American
mechanical engineer and management consultant who is most famous for developing the
Gantt chart in the 1910s.
Henry L. Gantt
• Gantt Chart – depicts the relationship of work planned or completed on one axis to the
amount of time needed or used on the other
• Task and bonus remuneration plan
• Workers be selected scientifically and provided with detailed instructions for their tasks
• Humanitarian approach – service, job security, staff development

2
Harrington Emmerson
12 Principles of Efficiency
• Clear goals and ideas
• Evaluation of changes
• Competent counsel
• Discipline
• Justice
• Records
• Dispatching/production scheduling
• Standard schedules
• Standardized conditions
• Standardized operations
• Written instructions
• Efficiency rewards

Morris Cook

• Application of scientific management to university settings and municipal management

• Professional time and student hour
• Extensive use of assistants
• Professional salaries on the basis of merit

• Henri Fayol (Istanbul

(Istanbul,, 29 July 1841–Paris
1841–Paris,, 19 November 1925) was a French mining
engineer,
engineer, director of mines, who developed independent of the theory of Scientific
Management,
Management, a general theory of business administration also known as Fayolism..
Fayolism..

• Known as the father of the management process.

• Fayol studied the function of managers.
- they are universal
* regardless of type organization or level in the organization, their essentially the same tasks:
planning, organizing, issuing orders, coordinating and control.

• He believed that specialization increases efficiency

• He also recommended the use of scalar chain or levels of authority;
- responsibility accompanied by authority
- unity of command is needed in order for employees to receive orders from one superior

• He further believe that although individuals interest should be subordinated to agency

interest, workers should be allowed to think through and implement plans and should be
adequately remunerated for their services

• Fayol encouraged development of group harmony through equal treatment and stability of
tenure.
• A firm believer in order, he advocated “ a place for everything and everything in its place”
• He also argued that management should be taught in the colleges ( Tomey, 2009, p 190)

3
Henri Fayol
• Father of management process school
• 14 principles
• Division of work .Authority and responsibility
• Discipline .Unity of command
• Unity of direction
• Subordinate of individual interest to general welfare
• Remuneration of personnel
• Centralization
• Scalar chain
• Order
• Equity
• Stability of tenure of personnel
• Initiative .Esprit de corps

Max Weber
Father of Organization Theory
• Bureaucracy
• Rules vs individuals
• Competence vs favoritism
• Well defined hierarchy of authority
• Division of work based on specialization of functions
• Detailed procedures for dealing with responsibilities
• Impersonality in IPR

• Maximilian Carl Emil "Max" Weber 21 April 1864 – 14 June 1920) was a German
sociologist and political economist,
economist, who profoundly influenced social theory,
theory, social research,
research,
and the discipline of sociology itself. Weber's major works dealt with the rationalization and
"disenchantment"
disenchantment" he associated with the rise of capitalism and modernity.
modernity.

4
James Mooney
• Management is the technique of directing people
• Organization is the technique of relating functions
• Universal principles of organization
• Coordination and synchronization of activities
• Functional efforts
• Scalar process
• Authority in a hierarchy
Lyndall Urwick
• Managerial process
• Planning
• Coordinating
• Controlling

• Managerial Concepts

• Balance of authority with responsibility

• Span of control
• Unity of command
• Use of general and specific staff
• Proper utilization of personnel
• Delegation
• Departmentalization

Chester Barnard
• Responsibilities of a Manager
• Defining objectives
• Acquiring resources
• Coordinating activities

• Small and large groups

Mary Parker Follett
• Management is a social process

• Motivating individuals and groups to work towards the common goal

• Manager should not give orders to an employee, rather the two should analyze the situation
and then take order from the situation
Elton Mayo
Fritz Roethlisberger
• Chicago Hawthorn Studies
• Conclusions

5
 • Psychological factors influenced work outwork

• Much more than the physical environment affected worker’s productivity

Kurt Lewin
• Social psychologist
• Theory of Human Behavior
• Democratic Supervision

Jacob L. Moreno
• Sociogram
• Which workers are capable of harmonious interpersonal relationships?

Abraham Maslow
• Hierarchy of Needs Theory

• Physiological needs

• Safety and security

• Love and belonging

• Esteem

• Self-actualization
Frederick Herzberg
• Motivational Need Theory
• Hygiene factors/Dissatisfiers
• Needs associated with working conditions
• Pay, working conditions
• Quality of supervision
• Job security, agency policy
• Motivating factors/Satisfiers
• Needs associated with the work itself
• Challenging aspects of the work itself
• Added responsibility, opportunities for personal growth, opportunities for
advancement
Douglas McGregor

• Theory X

• Theory y

Chris Argyris

6
 • Leaders help workers to achieve self-actualization
• Help one’s personality to grow from passivity and dependence to activity and
independence
• Managers can make jobs more meaningful by taking advantage of people’s
talents and letting them participate in planning, goal setting and problem
solving.

Rensis Likert
• Four types of management systems

• Authoritative – least effective performance

• Benevolent-authoritative – staff associates’ ideas are sometimes sought

• Consultative – manager has substantial confidence in his staff associates

• Participative – associated with the most effective performance

Robert Blake
Jane Mouton
• Critical dimensions of leadership
• Concern for people
• Concern for production

• Managerial Grid
• Vertical axis – concern for people
• Horizontal axis – concern for production
Fred Fiedler
• Contingency Model of Work Effectiveness
• Situational Variables
• Leader-member relations
• Confidence and loyalty

• Task structure
• Number of correct solutions to the problem

• Position power
• Depends on the amount of organizational support available to the leader
Paul Hersey
Kenneth Blanchard
• The most effective leadership style depends on the maturity of the group

• Groups with below-average maturity function with high task-low relationship orientations

• Groups with average maturity function best under leaders with high-task relationship or high
relationship-low task orientations
Peter Drucker

7
• Three Areas of Management
• Managing
• a business – managers to create markets and products rather than being
passive
• Managers - MBO

• Workers – job fit

George S. Odiorne
• Management by Objectives

• Effective management through personal and agency goals

• Executive’s responsibilities for implementing MBO