This document discusses various theories and models of nursing management. It covers scientific management theory proposed by Taylor, classic organizational theory, human relations theory, and behavioral science theory. For each theory, it provides details on key contributors such as Taylor, Fayol, Follett, McGregor, and Maslow. It discusses concepts from each theory and provides implications for how nursing management can apply concepts from theories such as setting objectives, defining managerial tasks, emphasizing staff development, and fostering positive attitudes and participation. In conclusion, it states that cooperation, coordination, interpersonal relationships, and teamwork are keys to success for nursing management.

1. THEORIES AND MODELS OF
NURSING MANAGEMENT

2. Introduction
• “Practice without theory is blind & t
heory without practice nothing.”
• “Theory & practice are two sides of
coin”
“ Practice makes man perfact ”
Is it true ? ???????

3. Conversation between theory & practice

4. TYPES OF THEORY
• A. SCIENTIFIC MANAGEMENT
• THEORY:
• B. CLASSIC ORGANIZATIONAL
• THEORY
• C. HUMAN RELATION THEORY:
• D. BEHAVIORAL SCIENCE THEORY Anger
management theory

5. A. SCIENTIFIC MANAGEMENT THEORY
• Principles: the scientific management focuses on
The measurement of
outcome

6. A. SCIENTIFIC MANAGEMENT THEORY
Frederick W. Taylor (1856-
1915
Gantt Henry I. Gantt (1861-
1910
Emerson (1853-1936)

7. The flow & feedback in an open system
( Bertlanffy)
External Environment
Input ( resourses )
Human ,capital land
equipment Building
technology,Informati
on
Transformation or
conversion Process
Output
Good service
Feed back

8. Charecteristics & how it apply in nur
sing management ?
• 1).Input 5).Entropy
• 2).Throughput/ 6).Feedback
&
coding p
rocess
Transformation
• 3).Output 7).Differencia
tion
• 4).Cyclic event 8).Equifinality

9. FREDERIC WINSLOW TAYLOR (1857 - 19
15)
• Fredric Taylor was born in 1856 in a we
ll to do family of Philadelphia.
• Taylor believed that the principle “best
management is a true science”.
• According to him the objective of man
agement is to secure the maximum pr
osperity for the employer, coupled wit
h the maximum prosperity for each em
ployee.

10. Achievements of Taylor:
He trained his workers to follow the time to
complete the task given. The most productive
workers were hired even when they were paid
an incentive or wage.
1 Labour costs per unit were reduced as a result.
2 Responsibilities of management were
separated from the functions of the workers.
.

11. Cont….
• 4. Developed systematic approach
to determine the most efficient
means of production.
• 5. He considered management
function is to plan.
• 6. Working conditions and methods
to be standardized to maximize
the production

12. CONT…
• 7. It was the management‘s responsibility to select an
d train the workers rather than
• allow them to choose their own jobs and train by the
mselves.
• 8. He introduced an incentive plan to pay the workers
according to the rate of production to minimize worke
rs dissent and reduce resistance to improved methods.
• 9. Increased production and produce higher profits.

13. The effect of time- motion study
of Taylor:
• 1. Reduced wasted efforts
• 2. Set standards of performance
• 3. Encouraged specialization and stressed on
the selection of qualified workers who could
be developed for a particular job.

14. 2) Emerson (1853-1936):
• His emphasis was on conservation and
• organizational goals and objectives. He defined
principles of efficiency related to:
• 1. Interpersonal relations and to system
in management.
• 2. Goals and ideas should be clear and well-
defined as the primary objective is to produce t
he best product as quickly as possible at minim
al expense.
• 3. Changes should be evaluated.
• 4. Competent counsel ―is essential.

15. His theory explains about
• 1. Management can strengthen discipline or adhere
nce to the rules by justice, or equal enforcement on
all records, including adequate, reliable and immedi
ate information about the expenses of equipment an
d personnel should be available as a basis for decisio
ns.
• 2. Dispatching or production scheduling is recomme
nded.
• 3. Standardized schedules, conditions and written in
structions should be there to facilitate performance.
• 4. ―Efficiency rewards ―should be given for succes
sful completion of tasks.
• 5. Emerson moved further beyond scientific manage
ment to classic organizational theory

16. 3 ). Charles Babbage (1792-1871
• Charles Babbage ,a scientist mainly interested in
mathematics, contributed to the management th
eory by developing the principles of cost accoun
ting and the nature of relationship between vario
us disciplines. Charles
• 1) Division and assignment of work on the basis
of skill and
• 2) The means of determining the feasibility
of replacing manual operations with automati
c machinery.

17. B. CLASSIC ORGANIZATIONAL THEORY
• Importance of classic organization theory:
• · The classic administration-organization thinking beg
an to receive attention in1930.
• · Organization is viewed as whole rather than focusin
g solely in production.
• · The concepts of scalar levels, span of control,
authority, responsibility, accountability, line staff rela
tionships, decentralization, and departmentalization b
ecome prevalent

18. Three pioneers of Classic organizational
theory
• 1) Henry Fayol (1841-1925):
•
• 2) Max Webber theory (1864-1920):
• 3) James Mooney Theory (1884-1957)

19. James Mooney Theory (1884-1957):
4 Scalar process
organizes level of
commands.
3 Coordination and
synchronization of
activities for the
accomplishment of goal
2 Arrange authority in to a
higher Archie.
1. Functional affects the
performance of one‘s job
descriptionFour universal
principles

20. C. HUMAN RELATION THEORY
• managers encourage workers to develop their potentials a
nd help them meet their needs for
1 Recognition 2 Accomplishment 3 Sense of belon
ging
•
•

21. 1). Follett theory (1868-1933):
• 1. Follett stressed the importance of coordinating the
psychological and sociological aspects of management
in 1920s.
• 2. She perceived the organizations a social system an
d management as a social process.
• 3. Indicated that legitimate power is produced by a ci
rcular behaviour where by
• superiors and subordinates mutually influence one ano
ther.
• 4. The law of the situation dictates that a person does
not take orders from another person but from the situ
ation

22. 6. She also stressed on member‘s personali
ties

23. D. BEHAVIORAL SCIENCE THEORY
• Emphasis is on:
• Use of scientific procedures to study th
e
1. psychological,
2. Sociological,
3. Anthropological aspects of human
behaviour in organization.

24. Handle the behaviour & psychology

25. DOUGLAS MCGREGOR
• McGregor is the father of the classical theo
ry of management which he termed theory.
• According to him the traditional manager i
n a bureaucracy operates on a set of assum
ptions about human nature and human beh
avior; that he called as Theory X.
• McGregor himself questioned the validity o
f these assumptions and suggested that a d
ifferent set of assumptions, broadly known
as “Theory Y”

27. Passivity to activity
Dependence to
independence
Few behaviors to many
behaviors
Shallow interests to deep
interests
Short-term perspective to
long-term perspective
Subordination to equality
or superiority
Non self-awareness to
self-awareness/self-control

28. Luther Gulick:
• He was influenced by Taylor and Fayol. He use
d Fayal‘s five elements of administration viz.Pl
anning,Organizing,Command,Coordination and
Control as a frame work for his neutral princi
ples. He condensed the duties of administratio
n into a famous acronym‖POSDCORB‖.Each lett
er in the acronym stands for one of the seven
activities of the administrator as given below:
•

29. POSDCORB

30. LYNDAL URWICK
• Lyndal Urwick also one among classical
theorist, attached more importance to
the structure of organization than the r
ole of the people in the organization.
He traces a very large proportion of th
e people in the society. He gave 8 prin
ciples of administration

31. Eight principles of administration
• The
Principle
of
Definition
• The
Principle
of
Coordinati
on
• The
Principle
of
Specializat
ion
• The
Principle
of Span of
Control
The
Principle
of
Objective
The
Principle
of
Correspon
dence
The Scalar
Principle
The
Principle
of
Responsib
ility

32. ABRAHAM MASLOW
• Human beings join the organization to
fulfill their needs. These needs arise in
many areas. Fulfillments of these need
s motivate the human beings to a high
er level of performance. Non-fulfillmen
t of needs will have adverse effect on t
he motivations of the individuals to co
ntribute to organization to realize the
organizational objectives.

33. Maslow‟s theory of human needs has
three assumptions
Human needs are
never completely
satisfied
Human behaviour is purposeful
and is motivated by need
satisfaction.
Hierarchical structure of
importance from the lowest
to highest

34. MASLOW’S HIERARCHY

35. Implications of manage
ment theories in nursin
g:
WHY Integration ?

36. Implications of management theories in
nursing:
1. Taylor‘s theory can be implemented in nursing to stud
y complexity of care and
determine staffing needs and observe efficiency and n
ursing care.
2. Nurses can utilize Emerson‘s theory of early noti
on of the importance of objectives setting in an org
anization.
3. Nurses should be aware of the managerial tasks as de
fined by Fayol: Planning, Organizing, Directing, Coordin
ating and Controlling.

37. Cont….
4. The theory of human relations of Follett and Lewin e
mphasise the importance for
nurse managers to develop staff to their full potential
and meeting their needs for recognition, accomplishm
ent and sense of belonging.
5. Mc Gregon and Likert support the benefits of positive
attitudes towards people, development of workers, sat
isfaction of their needs and commitment through
participation.

38. Conclusion of all theory is that co-operation,co-ordination,interpersonal re
lationship & team work definetly will give success