Theories of management

theories of nursing management for BSc & MSc Nursing students

1. Theories of management Presented by: Harsh Rastogi Nursing Tutor M.S. Institute of Nursing

2. Theories of management The study in the development of management theories can be useful to nursing leaders in creating their own management style. No single management theory is sufficient in itself to guide the nursing leaders in every situation. Selecting from the most applicable theory, they may be able to develop their own individual management style & most effective in their situation.

3. Theories of management

4. Classical management theory It is the oldest theory and is sometimes referred to as traditional management theory. It views organization as a whole rather than focusing solely on production, managerial activities & controlling.

5. Cont… Henri Fayol (1841-1925) French industrialist, known as father of management process. Studied functions of managers & concluded that management is universal.

6. Cont… Max Weber is German psychologist (1894-1920). Father of organizational theory. Emphasized on rules instead of individuals & on competencies over favoritism. Concept of bureaucracy, structure of authority to accomplish organizational objectives.

7. Cont… James Mooney (1884-1957) Believed that management is a technique to direct people & organization; technique of relating functions. Organization is management’s resposibility .

8. Human Relation Management Theory  In this theory, the focus is on the empowerment of the individual worker as a source of control, motivation, and productivity in the organizations. The Hawthorne studies led to belief that human relations between workers and managers and among the workers were the main determinants of efficiency. The Hawthorne effect refers to the phenomenon of how being observed or studied result in a change of behaviour. This theory also emphasizes on the participatory decision making which increases worker's autonomy. It also lays emphasis on the training of the employees to improve work

9. Cont… Mary Parker Follett (1868-1933) Stressed upon importance of coordination of psychological and sociological aspect of management.

10. Cont… Kurt Lewin (1890-1947) Focused on the study of group dynamics. Advocated democratic supervision. Democratic groups solve their own problems & consult with leader are most effective.

11. Scientific Management Theory In this theory, the focus is on the goals and productivity. The organization is viewed as a machine to be run efficiently to increase production. Managers must closely supervise the work to assure maximum efficiency. Workers must have proper tools and equipments. There is a focus on training the workers to work more efficiently and performance incentives are used. Time and motion studies are the vehicle for determining how to do and organize the work in the most efficient manner.

12. Cont… Frederick W. Taylor (1856-1915) Father of Scientific Management. Conducted time & motion studies to time the workers. Analyzed worker’s movements & set their standards using stopwatches. Applied principles of observation, measurement & comparison to determine effective way to accomplish a task.

13. Cont… Henry L. Gantt (1891-1919) Concerned with problems related to efficiency. Refined previous work of Taylor, explained relation between work completed & time needed. Bonus remuneration plan to stimulate higher performance, non-monetary incentives. More humanitarian approach by management. Worker are selected scientifically.

14. Cont… Harrington Emerson (1853-1936) Emphasized on conversation & organization’s goals & objectives. Clear goals & ideas; evaluation of changes; essentiality of competent counsel; strengthening of discipline; adequate, reliable & immediate information should be available; production scheduling; standardized schedules to facilitate performance; efficiency rewards.

15. Cont… Charles Babbage (1791-1871) Mathematician, developed principles of cost accounting & nature of relations between various disciplines. Division & assignment of work based on skills; means to determine feasibility of replacing manual operations with automatic machinery.

16. Behavioral management theories The behavioural management theory is often called the human relations movement because it addresses the human dimension of work. Behavioural theorists believed that a better understanding of human behaviour at work, such as motivation, conflict, expectations, and group dynamics, improved productivity.

17. Cont… Hugo Munsterberg (1863-1916) Hugo Munsterberg is known as the “father of industrial psychology” He focused to provide a view of psychology’s practical applications. Munsterberg believed that industry can be benefited by psychologists in three major areas:

18. Cont… Seeking modern ways to hire the right person for the right job. Achieving optimum efficiency by identifying the psychological conditions. Finding methods to direct behaviour of individual employees to be in harmony with the management’s objectives.

19. Cont… Douglas McGregor (1906-1964) Expressed his views of human nature in two sets of assumptions. They are popularly known as ‘Theory X’ and ‘Theory Y’.

20. Cont… Theory X stands for the set of traditional beliefs held, while Theory-Y stands for the set of beliefs based on researchers in behavioural science which are concerned with modern social views on the man at work. These two theories represent the extreme ranges of assumptions. The managerial attitudes and supervisory practices resulting from such assumptions have an important bearing on employees’ behaviour.

21. Cont… Theory X assumptions: Employees inherently dislike work and, whenever possible, will attempt to avoid it. Since employees dislike work, they must be coerced, controlled, or threatened with punishment. Employees will avoid responsibilities and seek formal direction whenever possible. Most workers place security above all other factors and will display little ambition.

22. Cont… Theory Y assumptions: Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the objectives. The average person can learn to accept, even seek, responsibility. The ability to make innovative decisions is widely dispersed throughout the population.

23. Cont… Abraham Maslow (1908-1970) A practicing psychologist, developed one of the most widely recognized need theories, a theory of motivation based upon a consideration of human needs .

24. Cont… His theory of human needs had three assumptions: Human needs are never completely satisfied. Human behaviour is purposeful and is motivated by the need for satisfaction. Needs can be classified according to a hierarchical structure of importance, from the lowest to highest.

25. Cont… Maslow broke down the needs hierarchy into five specific areas: Physiological needs: Maslow grouped all physical needs necessary for maintaining basic human well‐being, such as food and drink, into this category. After the need is satisfied, however, it is no longer is a motivator. Safety needs: These needs include the need for basic security, stability, protection, and freedom from fear. A normal state exists for an individual to have all these needs generally satisfied. Otherwise, they become primary motivators.

26. Cont… Social belonging & love needs: After the physical and safety needs are satisfied and are no longer motivators, the need for belonging and love emerges as a primary motivator. The individual strives to establish meaningful relationships with significant others. Esteem needs: An individual must develop self‐confidence and wants to achieve status, reputation, fame, and glory.

27. Cont… Self‐actualization needs: Assuming that all the previous needs in the hierarchy are satisfied, an individual feels a need to find himself. Maslow's hierarchy of needs theory helped managers visualize employee motivation.

28. Cont… Rensis Likert (1903-1981) Categorized 4 management systems; identified 3 variables in organization: Casual variable includes leadership behavior. Intervening variables are perception, attitude & motivation. End results variables are measures of profits, costs & productivity.

29. Cont… Factors measured by Likert scale: Motivation Managerial Communication Decision making process Goal setting Staff development

30. Cont… 4 types of managements: Exploitative authoritative: Associated 1 st system with least effective in performance. Manager shows less confidence in staff associates & ignore their ideas. Consequently staff associates do not feel free to discuss their jobs with their managers.

31. Cont… 2. Benevolent authoritative: Staff associates ideas are sometimes sought, but they do not feel free to discuss their jobs with the managers. Top & middle management are responsible for setting goals. Minimal communication; mostly downwards & received with suspicion. Decisions are made at top levelwih some delegation.

32. Cont… 3. Consultative system: Manager has substantial confidence in staff. Their ideas are usually sought. They feel free to discuss their job with the manager. Goal setting is fairly general. It has limited accuracy & accepted with some caution.

33. Cont… Broad policy is set at top level. Decision making prevails through out the organization. Control functions are delegated to lower levels. Rewards & self-guidance are used. Resistance from informal groups in the organization.

34. Cont… 4. Participative group: Most effective group performance. Manager has complete confidence in their staff associates. Ideas are sought & discuss their jobs with the manager. Goals are set at all levels. Great upward & downwards communication works, later that is accurate is received with open mind.

35. References Vati Jogindra ; Principles & Practice Of Nursing Management & Administration For B.Sc. & M.Sc.   Nursing; Edition 2018; Page no. 47-53. Clement Nisha ; Essentials of Management of Nursing Service & Education; Edition 2016; P age no. 23-30.