Theories organization.pptx for nursing students

organizational theories for nursing management subject

1. ORGANIZATIONAL THEORIES

2. THEORIES OF ORGANIZATION Definition Organizational theory (OT) is the study of organizations for the benefit of identifying common themes for the purpose of solving problems, maximizing efficiency and productivity, and meeting the needs of stakeholders.

3. Classical Organization Theories (Taylor- 1947; Weber- 1947; Fayol-1949), These theories deal with the formal organization and concepts to increase management efficiency. Taylor presented scientific management concepts. Weber gave the bureaucratic approach. Fayol developed the administrative theory of the organization.

4. Taylor’s Scientific Management Approach It is based on the concept of planning of work to achieve efficiency, standardization, specialization, and simplification. Taylor suggested that, to increase productivity was through mutual trust between management and workers. Taylor developed the following four principles of scientific management for improving productivity:

5. Science, not rule-of-thumb : Old ways of doing things based on guesswork should be replaced by proven, scientific methods for each part of a person's job. Scientific selection of the worker : Organizational members should be selected based on some analysis, and then trained, taught, and developed. Management and labor cooperation rather than conflict : Management should collaborate with all organizational members so that all work can be done in conformity with the scientific principles developed. Scientific training of the worker : Workers should be trained by experts, using scientific methods.

6. Weber's Bureaucratic Approach Weber (1947) based the concept of the formal organization on the following principles: Structure : In the organization, positions should be arranged in a hierarchy, each with a particular, established amount of responsibility and authority. Specialization : Tasks should be distinguished on a functional basis, and then separated according to specialization, each having a separate chain of command.

7. Predictability and stability : The organization should operate according to a system of procedures consisting of formal rules and regulations. Rationality : Recruitment and selection of personnel should be impartial. Democracy : Responsibility and authority should be recognized by designations and not by persons.

8. Administrative Theory The elements of administrative theory (Henri Fayol, 1949) relate to accomplishment of tasks, and include: Principles of management …..(14 principles) The concept of line and staff Committees Functions of management

9. Principles of management The concept of line and staff: The concept of line and staffs relevant in organizations which are large and require specialization of skill to achieve organizational goals. Line personnel are those who work directly to achieve organizational goals. Staff personnel include those whose basic function is to support and help line personnel.

10. Committees : Committees are part of the organization. Members from the same or different hierarchical levels from different departments can form committees around a common goal. They can be given different functions, such as managerial, decision making, recommending, or policy formulation. Committees can take diverse forms, such as boards, commissions, task groups, or ad hoc committees. Committees can be further divided according to their functions. % For example, in agricultural research

11. organizations, committees are formed for research, staff evaluation, or even allocation of land for experiments. Functions of management In 1949, Fayol considered management as a set of planning, organizing, training, commanding, and coordinating Functions In 1937, Gulick and Urwick also considered organization in terms of management functions, such as planning, organizing, staffing, directing, coordinating, reporting, and budgeting.

12. Neoclassical theory is the expanded version of classical theories it includes behavior sciences or organizational behavior. The theory emphasis that organization is the social system and its productivity is affected by human efforts

13. Neoclassical Theory Classical theorists recognized the importance of individual or group behavior and emphasized human relations. Based on the Hawthorne experiments, the neoclassical approach emphasized social or human relationships among the operators, researchers, and supervisors. Productivity increases as a result of high morale, which was influenced by the amount of individual, personal, and intimate attention workers received, It also emphasis on job satisfaction and social need while in classical theory

14. Principles of the Neoclassical Approach Individual : An individual is not a mechanical tool but a distinct social being, with aspirations beyond mere fulfilment of a few economic and security works. Individuals differ from each other in pursuing these desires. Thus, an individual should be recognized as interacting with social and economic factors.

15. Work group : The neoclassical approach highlighted the social facets of work groups or informal organizations that operate within a formal organization. The concept of “group” and its synergistic benefits were important. Participative management: Participative management or decision making permits workers to participate decision-making process. This was a new form of management to ensure increases in productivity

16. Modern Theories It is based on the concept that the organization is a system which has to adapt to changes in its environment. Notable characteristics of the modern approaches to the organization are: A systems viewpoint A dynamic process of interaction . Multileveled and multidimensional Multi-motivated , Probabilistic Multidisciplinary , Descriptive Multivariable ,Adaptive

17. The Systems Approach: The systems approach views organization as a system composed of Interconnected—and thus mutually dependent—subsystems Subsystems can have their own sub-subsystems, A system can be perceived as composed of some components, functions, and processes (Albrecht, 1983). The organization consists of the following three basic elements (Bakke, 1959): Components:

18. The individual The formal and informal organization patterns of behavior emerging from role demands of the organization Role comprehension of the individual The physical environment in which individuals work Linking processes: Communication: It is a means for eliciting action, exerting control, and effecting coordination to link decision centers in the system in a composite form.

19. Balance: It is the equilibrium between different parts of the system so that they keep a harmoniously structured relationship with one another. Decision analysis: Decisions may be to produce or participate in the system. Decision to produce depends upon the attitude of the individual and the demands of the organization. Decision to participate refers to the individual's decisions to engross themselves in the organization process. That depends on what they get and what they are expected to do in participative decision making.

20. Goals of organization : The goals of an organization may be growth, stability, and interaction. Interaction implies haw best the members of an organization can interact with one another to their mutual advantage. Sociotechnical Approach The sociotechnical systems approach is based on the premise that every organization consists of the people, the technical system and the environment ( Pasmore , 1988)

21. People (the social system) use tools, techniques, and knowledge (the technical system) to produce goods or services valued by consumers or users (who are part of the organization's external environment). Therefore, an equilibrium among the social system, the technical system and the environment is necessary to make the organization more effective. Contingency or Situational Approach The situational approach is based on the belief that there cannot be universal guidelines which are suitable for all situations.

22. Organizational systems are inter-related with the environment. The contingency approach suggests that different environments require different organizational relationships for optimum effectiveness, taking into consideration various social, legal, political, technical, and economic factors.

23. Individual Processes Motivational Theory Motivation drives behavior; it is the force behind an individual's decision to commit or not commit to certain acts or behaviors. An individual calculates an—EEE (energy, enthusiasm, effort) the product of need, and prediction for likelihood for achieving the desired results When a person enters into a contract with an organization some calculation will be made in regards to the individual’s EEE putforth

24. Organizations also put forth an EEE, either by resources alone (salary), or by other items, such as prestige and stature. This exchange sets the limits of a physical and psychological contract between the organization and the person Management must carefully consider how to maintain or adjust the psychological contract in order to keep the person, a productive member of the team.

25. Role Theory In an organization, roles can help to clearly define boundaries between individuals. Organizations need to acknowledge that its employees manage many roles and problems or conflicts can arise and create tensions that can change the ability of the individual to reach their goals. Organizations should be sure to support their team members in meeting new roles by giving time for transition or offering training and support.

26. When role conflict arises the organization can nurture employee’s ability to relieve tension by allowing time w dew, to caring for roles outside the office. However, they also have a greater tendency toward health risks and are less likely than type B personality w be mug executive positions,

27. Personality Theory Personality is the unique and enduring traits, behaviors, and emotional characteristics in an individual. Personality can either aid or hinder meeting work goals dependent on fit. For example—personality types are type A versus type B. Type A personalities are competitive, impatient, seekers of efficiency, and always seem to be in a hurry. Type B personalities are laid back and possess more patience and emotional stability, but tend to be less competitive

28. In a work environment, type A’s tend to be more productive in the short-term and pursue more challenging wok. Organizations can play a role in developing their staff for success. Workshops, seminars, even book clubs that focus on developing Emotional Quotient (EQ) and strengthen organizational success. Allowing for a diverse set of experiences, with appropriate support can maximize and expand the capabilities of each employee.