Beruflich Dokumente
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◦ In the field of Nursing practice each Nurses has their own shift and
coffee breaks, this shift provides them opportunity to rest and gather
strength to perform certain task. Just like in time study of Taylor optimal
timing of working and resting work could increase productivity without
tiring per day.
◦ Another observation was made by Taylor, that not all worker are
physically capable of doing heavy jobs. In the field of nursing practice,
most of the workers working in the Emergency Department are Men,
who can usually lift heavy patients during emergency procedures, and
most women are assigned in taking care of the patient’s chart
Management should develop the best work method.
Replace rule-of-thumb (rule that is not reliable for every
situation) work methods with methods based on a scientific
study of the tasks.
Scientifically select, train, and develop each worker rather
than passively leaving them to train themselves.
Cooperate with the workers to ensure that the scientifically
developed methods are being followed.
Management should ensure and equal decision of work and
responsibilities between manager and workers. So that the
managers apply scientific management principles to
planning the work and the workers actually perform the
tasks.
Frank Bunker Gilbreth
(1868-1933)
Key Concepts
•Analyzed work using scientific methods to determine the one best way to
complete production tasks.
•Emphasized study of task, selection and training of workers and cooperation
between workers and managers.
Contributions
•Improve factory productivity and efficiency
•Introduced scientific analysis to the workplace
•Piece-rate system equated worker rewards and
performance
•Instilled cooperation between managers and workers
Limitations
•Simplistic motivational assumptions
•Workers viewed as part of a machine
•Potential for exploitation of labor
•Excluded senior management tasks.
Modern Operational Management Theory
Classic Administration
Planning
Organizing
Commanding
Coordinating
Controlling
Division of Work.
The right to issue commands, along with which must go the balanced
responsibility for its function. Delegate authority along with responsibility.
One without the other leads to managerial failure.
Discipline. Employees must obey, but this is two-sided: employees will
only obey orders and respect the rules and agreements if the management
plays their part by providing good leadership. Make expectations and
sanction violations.
Unity of Command.
Each worker should have only one boss with no other conflicting lines of command. This
means that employees should receive orders from one superior only.
Unity of Direction.
People engaged in the same kind of activities must have the same objectives in a single
plan. This is essential to ensure unity and coordination in the enterprise. Unity of command
does not exist without unity of direction but does not necessarily flows from it. The
employees’ efforts are focused on achieving organizational objectives.
Subordination of individual interest (to the general interest).
Management must see that the goals of the firms are always paramount. The general
interest must predominate.
Remuneration. Compensation for work done should be fair to both employees and
employers. Payment is an important motivator although by analyzing a number of
possibilities, Fayol points out that there is no such thing as a perfect system.
Centralization (or Decentralization). This is a matter of degree depending on the condition of the
business and the quality of its personnel. Determine the relative importance of superior and
subordinate roles
Scalar chain (Line of Authority). Keep communications within the chain of command. A hierarchy is
necessary for unity of direction. But lateral communication is also fundamental, as long as superiors
know that such communication is taking place. Scalar chain refers to the number of levels in the
hierarchy from the ultimate authority to the lowest level in the organization. It should not be over-
stretched and consist of too-many levels.
Order. Both material order and social order are necessary. The former minimizes lost time and
useless handling of materials. The latter is achieved through organization and selection. The
resources of the company- its raw materials and workers- must be in the right place and the right
time. This ordering of the organizational resources ensures maximal efficiency.
Equity. In running a business a ‘combination of kindliness and justice’ is needed. Treating
employees well is important to achieve equity. Employees should feel they are being treated
equally ang fairly.Fair discipline and order enhance employee commitment
Stability of Tenure of Personnel. Employees work better if job security and career
progress are assured to them. An insecure tenure and a high rate of employee turnover will
affect the organization adversely. Finding unnecessary turnover to be both the cause and
effect of bad management, Fayol points out its dangers and cost.
Initiative. Allowing all personnel to show their initiative in some way is a source of strength
for the organization. Even though it may well involve a sacrifice of ‘personal vanity’ on the
part of many managers. Encourage employees to act on their own in support of the
organization’s direction.
Esprit de Corps. Management must foster the morale of its employees. He further suggests
that: “real talent is needed to coordinate effort, encourage keenness, use each person’s
abilities, and reward each one’s merit without arousing possible jealousies and disturbing
harmonious relations.” The management should ty to encourage harmony and common
interests, promoting unity of interest between employees and management.
James Mooney
(1884-1957)
Key Concepts:
Fayol’s five functions and fourteen principles of management.
Executive formulate the organization’s purpose, secure employees, and
maintain communications.
Managers must respond to changing developments
Limitation
universal prescriptions need qualifications for
environmental technological, and personnel factors
Bureaucracy
Karl Emil Maximilian Weber
-showed how management itself could be more efficient
and consistent in his book, “The Theory of Social and
Economic Organization”
VIII.
IX. Hierarchy defines the relationship among jobs.
Contributions:
Limitations:
This movement began in the 1940’s with the attention focused on the
effect individuals have on the success or failure of an organization. The chief
concerns of the human relations movement are individuals, group, process,
interpersonal relations, leadership and communication.
Today, Mary Parker Follett is better known for her pioneering work
on management - although her contribution was soon forgotten
after her death in 1933 (especially in the USA). She looked to
approach organizations as group networks rather than as
hierarchical structures, and attended to the influence of human
relations within the group.
Elton Mayo (1880-1949)
and the Hawthorne Effect
He advocated democratic
supervision. His research
indicated that democratic
groups in which participants
solve their own problems and
have the opportunity to consult
with the leader are most
effective.
Jacob L. Moreno (1892-1974)
Limitations
•Ignored workers’ rational side and the formal organization contribution to
productivity.
•Research findings overturn the prescription that happy workers are more
productive.
Behavioral Science Theory
Physiological needs – these are the most important and the most
necessary for survival. They include the need for oxygen, water,
sleep, sex and activity.
3.Safety – includes freedom from danger, threat and deprivation.
Abraham Maslow 4.Love – composed of affectionate relations with others,
(1908-1970)
acceptance, recognition and companionship.
5.Esteem – comprises self respect, positive self evaluation, and
regard by others.
6.Self actualization – composed of self fulfillment and achievement.
Frederick Herzberg
(1923 – 2000)
Likert says that all organizations should adopt this system. Clearly, the
changes involved may be painful and long-winded, but it is necessary if one is to
achieve the maximum rewards for the organization.
3.A system is more than the sum of its part; it must be viewed as a whole
3. Close system are subject to entropy (a tendency to run down), which increase until
entire system fails. Open systems that receive inputs from their environment do not
experience entropy if these inputs are as great as the energy the systems use plus
their outputs. In open system entropy can be arrested or transformed into negative
entropy (a process of more complete organization and ability to transform resources)
by importing more from the environment than the systems use and export
1. If open system is to survive, it must receive enough inputs from its
environment to offset its output plus the energy and material used
in the operation of the system. When a system achieves such a
balance, it is in a steady state, or a state of dynamic equilibrium.
The system remains in dynamic equilibrium through the inflow of
materials, energy and information.
5. Systems have subsystems and are also part of the supra system;
they are hierarchical.
• Closed system tends toward entropy and disorganization, whereas open system
tend toward increase elaboration, differentiation, and a higher level of organization.
• Open system can achieve desired results (such as steady state) in various ways by
means of a process called equilfinality. Some results may be achieved with different
initial conditions and in different ways
OPEN SYSTEM PERSPECTIVE of an ORGANIZATION
Limitation