1 - MANAGEMENT THEORIES
Cards (75)
- Commonly termed as functioning with and through the personnel, individually or group, to manage the resources to the maximum to achieve the objectives
- Significantly relevant to those who control the behavior of those under them to accomplish the goals.
- An intellectual process in which the nurse manager plans, supervises, and coordinates the work staff, reports to higher authorities, and responds to emergent situations to achieve high productivity and quality patient care
- Also called as Taylorism
- The father of scientific management
- (1905) 1st Core ideas of scientific management theory
- (1911) 2nd Core ideas of scientific management theory
- A theory of management that analyzes and synthesizes workflows, improving labor productivity.
- “The principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each [employee].”
- He was also an associate of Taylor. He is probably best known for two key contributions to classical management theory.
- A tool that provides a visual (graphic) representation of what occurs over the course of a project. The focus of the chart is the sequential performance of tasks that make up a project. It identifies key tasks, assigns an estimated time to complete the task, and determines a starting date for each element of a task
- He linked the bonus paid to managers to how well they taught their employees to improve performance.
- He was a prominent French industrialist and a leading European management theorist.
- Known as the Father of Management
- Henri Fayol developed a comprehensive theory of management and formulated the ----
- A theory that focuses on principles that managers can utilize to coordinate the internal activities of organizations.
- Commonly referred to as the division of labor. He believed that by separating smaller tasks it would allow workers to develop an expertise in a certain area since workers would perform only a series of specific tasks.
- Authority - the right to give orders and responsibility is seen as being accountable.
- “Obedience, application, energy” of the individual and warnings, fines, and suspensions for enforcement. Often described as the practice of training people to obey rules. It involves creating clear rules and procedures for employees at all levels of the organization to follow.
- An employee should receive orders from one supervisor only. He firmly believed that no one can serve two masters at the same time.
- One head and one plan for a group of activities have the same direction. All organizational efforts should be aligned toward common objectives.
- This principle emphasizes the importance of prioritizing the interests of the organization over personal interests. Employees should align their actions with the goals of the company, rather than pursuing individual agendas.
- Pay should be fair and should reward “well-directed effort” A crucial factor in motivating employees, remuneration can take various forms, including monetary and non-monetary rewards. This represents fairness in the pay practice of an organization.
- Establishes that only a few key individuals have the authority to make decisions.
- Must follow the “chain of superiors” up to communicate across. According to this principle, communication and authority should flow in a clear hierarchy from the top to the lowest levels. This ensures that employees are aware of their immediate superiors and can contact any necessary personnel as needed.
- “The right man in the right place” to form an effective social order. You have to put people in the right place to get the best out of everybody
- Every employee should receive fair and respectful treatment, and it is the manager's duty to ensure that discrimination is not tolerated. A combination of "kindliness and justice."
- People should stay at their job if they are good at it. Employees perform optimally when they feel secure in their positions, so it is incumbent upon management to provide job security.
- Management should encourage, inspire, and support employees to take initiative within the organization, fostering their engagement and value.
- Seek to establish unity and harmony. Management should consistently motivate and support employees, fostering trust and mutual understanding to cultivate a positive work environment.
- Developed the Human Relations Theory of Management in the 1920s and emphasized the significance of social and psychological aspects of the workplace.
- This theory focuses on the importance of each worker's personal job satisfaction and how it boosts motivation and productivity.
- An experiment with its goal was to find out how lighting affects how productive employees are. Surprisingly, they discovered that worker productivity improved whether lighting was increased or decreased.
- In this experiment, a group of female employees was isolated in a separate test room away from the main factory floor. Remarkably, despite the modifications, employee productivity increased
- A large number of employees were interviewed to get their feedback and opinions regarding their work environment. The employees valued social interactions, job satisfaction, and a sense of belonging at work, according to the interviews.
- In this experiment, male employees in a bank wiring room were watched and investigated. They discovered that the employees formed informal social norms such as peer pressure and group collaboration, which had a big impact on their productivity.
- Human relations theory recognizes the value of comprehending human behavior and motivations in the workplace and places a higher priority on individuals over on machines or economics.