NLM

• Management


  Functioning with and through the personnel, individually or group, to manage the resources to the maximum to achieve the objectives
• Management techniques


  Significantly relevant to those who control the behavior of those under them to accomplish the goals
• Management


  The process to ensure that as the work gets completed, it mainly focuses on work orientation, planning, and implementing the planned strategies to achieve the management goals
• Management


  An important activity of utilizing the work from all personnel who complete the task by controlling and supervising so as to accomplish the institutional goals
• Nursing management


  An intellectual process in which the nurse manager plans, supervises and coordinates the work staff, reports to higher authorities and responds to the emergent situations in order to achieve high productivity and quality patient care
• Nursing management


  A process of working through nursing personnel to promote and maintain health and prevent illness suffering
• Scientific management (Taylorism)


  • Analyzes and synthesizes workflows, improving labor productivity
  • Developed by Taylor in the 1880s and 1890s, first published in "Shop Management" (1905) and "The Principles of Scientific Management" (1911)
• Frederick W. Taylor


  • The father of scientific management
  • Proved with his practical theories that a scientific method can be implemented to management
  • The principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each [employee]
• Principles of scientific management theory

  1. Look at each job or task scientifically to determine the "one best way" to perform the job

  2. Hire the right workers for each job, and train them to work at maximum efficiency

  3. Monitor worker performance, and provide instruction and training when needed

  4. Divide the work between management and labor so that management can plan and train, and workers can execute the task efficiently
• Henry Gantt


  • Associate of Taylor
  • Created the Gantt chart in the 1910s
  • The Gantt chart is a tool that provides a visual (graphic) representation of what occurs over the course of a project
  • The Task and Bonus System - He linked the bonus paid to managers to how well they taught their employees to improve performance
• Gantt chart examples


  • Hospital construction
  • Knee surgery recovery plan
  • Healthcare study project timeline
• Henri Fayol


  • Prominent French industrialist and a leading European management theorist
  • Developed a comprehensive theory of management and formulated the 14 principles of Management
  • His seminal work, "General and Industrial Management," was not widely recognized by American managers and scholars until its English translation in 1949
• 6 activities of industry

  • Technical: Producing and manufacturing products
  • Commercial: Buying, selling, and exchange
  • Financial: Search for optimal use of capital
  • Security: Protecting employees and property
  • Accounting: Recording, and taking stock of costs, profits, liabilities, maintaining balance sheets and compiling statistics
  • Managerial: Planning, organizing, commanding, coordinating and control
• 5 managerial activities or functions

  • Planning: look ahead and chart courses for organization
  • Organization: select and arrange people
  • Command: to oversee, lead, stay out of details
  • Coordination: harmonize and facilitate the work between and among the different departments in their organization
  • Control: ensure compliance on accounting, finance, technical, and quality control
• 14 principles of management

  • Division of work
  • Authority and responsibility
  • Discipline
  • Unity of command
  • Unity of direction
  • Subordination of Individual Interest to general interest
  • Remuneration
  • Centralization
  • Scalar Chain
  • Order
  • Equity
  • Stability of tenure of personnel
  • Initiative
  • Esprit de Corps or Spirit of Cooperation
• Human Relations Theory of Management


  • Developed by Elton Mayo in the 1920s, emphasizes the significance of social and psychological aspects of the workplace
  • Sees workers as social beings with distinct needs and behaviors
  • Focuses on the importance of each worker's personal job satisfaction and how it boosts motivation and productivity
• Hawthorne studies

  • Illumination Experiment
  • Relay Assembly Test Room Experiment
  • Mass Interviewing Program
  • Bank Wiring Observation Room Experiment
• Elements of Human Relations Theory

  • Focus on People
  • Social Context
  • Influence of Human Relations
  • Group Dynamics
  • Job-Related Symbols of Power
  • Individualized Approach
  • Employee Participation
• Change Management Model by Kurt Lewin


  1. Unfreezing: Determining what needs to change, ensuring support from management, creating the need for change

  2. Change: Communicate widely, promote and empower action, involve others

  3. Refreeze: Maintain the change that has been made
• Lewin's Change Management Model

  1. Unfreeze

  2. Change

  3. Refreeze
• Unfreeze stage


  • Analyze what succeeded, failed, parts that resisted, etc. with each attempt at change
• Change implementation process during the evaluation phase

  • Leadership and information flow are two key factors that influence the long-term success
• Change implementation process

  1. Communicate widely and clearly about the planned implementation, benefits, and who is affected

  2. Promote and empower action

  3. Involve others as much as possible
• Refreeze stage


  1. Tie the new changes into the culture

  2. Develop and promote ways to sustain the change long-term

  3. Provide training, support, and communication for the short and long term

  4. Celebrate success
• Behavioral management theory


  Focuses on motivating the workforce to enhance productivity in an organization
• Theory X


  Managers have a pessimistic view of their employees, assuming that they are naturally unmotivated and dislike work
• Theory X managers


  • Assume workers dislike the work they do
  • Avoid taking on responsibility and require constant guidance
  • Must be threatened, forced, and under control in order to produce work
  • Must always be under supervision
  • Possess no drive or ambition, thus they require incentives to motivate them to work toward their objectives
• Theory Y


  Managers employ a decentralized, participative management style and have high expectations for their workforce
• Theory Y managers


  • Assume workers are content to work independently
  • More active in the process of making decisions
  • Self-driven to finish their tasks
  • Enjoy assuming responsibility for their work
  • Take initiative, accept responsibility, and require little guidance
  • Consider work to be challenging and fulfilling
  • Apply creativity and imagination to problem-solving
• Motivation-Hygiene Theory


  There are separate sets of mutually exclusive factors in the workplace that either cause job satisfaction or dissatisfaction
• Motivation Factors


  • Related to workplace satisfaction
  • Intrinsic Needs
  • Allow employees to be content in their jobs and promote growth
• Hygiene Factors


  • Present in workplace in order to prevent dissatisfaction
  • Extrinsic Needs
  • Its absence can cause dissatisfaction, but their presence does not automatically lead to satisfaction
• Likert Management System


  Focuses on the relationship between managers and employees and emphasizes the importance of employee involvement and participation in decision-making
• Likert Management Styles


  • Exploitative Authoritative
  • Benevolent Authoritative
  • Consultative
  • Participative
• Exploitative Authoritative


  • Centralizes decision-making with higher-level hierarchy
  • Subordinates have no influence
  • Communication is one-way
  • Little trust
  • Employees receive mainly directives, leading to a lack of shared responsibility for organizational goals
• Benevolent Authoritative


  • Management is still centralized
  • Motivation is through rewards rather than threats
  • More trust in subordinates
  • Communication is slightly more two-way
  • Subordinates still feel restricted in offering recommendations or ideas, leading to limited communication and teamwork
• Consultative


  • Manager trusts subordinates but not entirely
  • Trust is demonstrated and their opinions are considered
  • Motivation comes from rewards and involvement in meaningful work
  • Communication is open, flowing both horizontally and vertically
  • Most subordinates feel free to share ideas or problems, but final decisions are made by higher management
• Participative


  • Upper management fully trusts and encourages subordinates to participate in decision-making
  • Employees feel free to discuss issues with superiors, fostering good teamwork
  • Trust and communication are high, with rewards as extrinsic motivators
• Linking Pins


  Individuals in Likert's management theory who belong to multiple teams and help integrate them when needed
• Hierarchy of Needs


  Maslow's theory that people must fulfill each level of need before moving to a higher one