Nursing Management

2. NURSING MANAGEMENT
SEMINAR
ON
THEORIES AND MODELS OF NURSING
MANAGEMENT &APPLICATION TO NURSING
SERVICE AND EDUCATION
Submitted To : Submitted By :
Mrs.G.Sumathi P.Irusammal
Nursing Tutor M.Sc.Nursing - II Year
Gcon, Gcon,
Cuddalore . Cuddalore.

3. INTRODUCTION
 Management practice has always existed in some form
as early as human civilization ,but a systematic study
has been started from the 19 th century onwards .
 Before the 19 th century ,the concept of administration
existed in Egypt in 1300 BC,Kautilya in 320 BC, and
in Roman Catholic, a group of German and Australian
public administrators ,intellectuals during 16 th to 18
th century and later the concept of scientific
management emerged.
 Taylor made the beginning in the early 20 th century.

4. DEFINITION OF THEORY:
A theory is a set interrelated construct (concepts),
definition, and propositions that present a systematic
view of phenomenon by specifying relations among
variables with the purpose of explaining and
predicting the phenomenon.
( Kerlinger,1973)

5. EVOLUTION OF MANAGEMENT
THOUGHT:
 I. Classical Theories of Management:
a).Bureaucratic model : Max Weber - 1900.
b).Scientific management : Taylor – 1910
c).Process management : Henry Fayol and others – 1910
• II. Neo classical Theory of Management:
a).Human relations : Elton Mayo – 1930s
b). Behavioral sciences: Maslow ,McGregor and others - 1940s.
• III. Modern Management Theories:
a).Quantitative approach: Taylor - 1950 (operational Research
Analysis).
b).Systems approach: Boulding ,Johnson and others - 1950
c). Contingency approach : Lorch ,Lawrence and others –
1970s.(situational approach)
•

6. CLASSICAL THEORIES OF
MANAGEMENT
 The classical school of thought began in the early 90s.
 Organization is viewed as a whole rather than
focussing solely in production.
 The concept of scalar levels, span of control,
authority, responsibility, accountability,line staff
relationship, decentralization and departmentalization
become prevalent.
 It focuses on EFFICIENCY and includes
bureaucratic, scientific and process or administrative
management theories.

7. CLASSICAL THEORIES OF
MANAGEMENT CONTD...
BUREAUCRATIC
PROCESS
OR
ADMINISTRATIVE
SCIENTIFIC

8. WEBER’S BUREAUCRATIC
MANAGEMENT THEORY:
The main thinker of bureaucracy is Max Weber (1864-
1920).
A German sociologist ,is known as father of modern
sociology and father of bureaucratic management.
It believes rational guidelines such as rules and
procedures, hierarchy and a clear division of labor.
He developed a working system in the office.
He analysed bureaucracy as the most logical and
rational structure for large organizations.

9. CHARACTERISTICS OF
BUREAUCRACY:
 Distribution of officially designated tasks among staff
with a division of labor and specialization of function.
 Organization of roles into hierarchical structures with
superiors and subordinates must be clearly defined.
 Formalization of policies and procedures to govern
staff behavior .
 Ensure uniformity within organization.
 Encouragement of impersonal attitudes between staff
members to maintain a psychological distance between
superiors and subordinates.

10. CRITICISM (Bureaucracy theory):
 Behavioral scientists considered it as inhuman and
incompatible with the development of a mature
personality .
 This model lacks empirical validity.

11. SCIENTIFIC MANAGEMANT
THEORIES:
 Scientific management approach focuses on the “ one best
way’’ to do a job.
 Frederick W Taylor (1856 – 1915), an American Engineer
,developed scientific management theory.
 He is a pioneer in management science and known as the
father of scientific management.
 He conducted a series of experiment and in 1911,published
principles of scientific management.
 The principles are the guide to practice management.
 Taylor’s approach was from bottom to top level and focussed
on work simplification,standardization,and thus increasing
efficiency and productivity.

12. PRINCIPLES OF SCIENTIFIC
MANAGEMENT
 Every job should be broken into elements and scientific
methods to perform each element rather than the rule of
thumb method.
 Scientific procedure for selection,training,and development
of employees.
 Co operation between management and employees by
scientific principles.
 Scientifically division of responsibility between management
and employees
 Management should design ,set up, and supervise the work
of workers, and workers should be free to do work.
 Both management and employees try to achieve maximum
output in place of restricted output.

13. ELEMENTS OF SCIENTIFIC
MANAGEMENT
work measurement studies
Standardization of tools and equipment
Scientific selection ,placement and training
Division of labor
Cost accounting
Mental attitude
Time and motion
studies by Frank
&Gilbert The Gantt chart by
Henry Gantt

14. TIME & MOTION STUDIES
 Frank Gilbreth (1868 – 1924) and Lillian Gilbreth (1878 –
1972) are the pioneer of time and motion studies.
 Frank conducted time and motion studies ,and Lillian tried to
find the role of human factors at work by understanding the
personality needs of the workers.
 They believed that prior estimation of time is must to design
work methods rather relying upon observation - based time
studies.
 It enabled the manager to break down the job into its parts and
streamline the process.
 Gilbreth developed the “ laws of motion economy” and
related principles of management to deal with employees and
designing tools and equipments.
 Known for contributions in production and operation
management.

15. THE GANTT CHART
 Henry L Gantt (1861 – 1919) believed the scientific selection of
workers and “harmonious cooperation”
between labor and management.
 He developed planning and control techniques by using simple
graphics like bar chart labelled as the Gantt chart to depict
relationships between planned and completed work on one axis
and elapsed time on the other.
 He used motivational strategies rather than punishment.
 Gantt developed a pay incentive system with a guaranteed
minimum wages and bonus systems for people on fixed wages.
 Focused on the importance of qualities of leadership and
management skills in building effective industrial organizations
 Emphasized need for training.

17. PROCESS MANAGEMENT THEORIES
 Henri Fayol & Mary Parker Follett are the main thinkers
of this school.
 Process theories deal with the functions of administrative
management.
 Focuses on managing the organization as a whole instead
of managing the individuals.
 Emphasized the flow of information in the operation of
the organization ,the manager, and the functions of
management and dealt with total management
organization.

18. PROCESS MANAGEMENT
THEORIES contd..
HENRY
FAYOL AND
PROCESS
MANAGEME
NT
LUTHER
GULICK AND
ADMINISTRATI
VE
MANAGEMENT
LYNDALL
URWICK AND
ADMINISTRATI
VE
MANAGEMENT

19. HENRY FAYOL & PROCESS MGT
 Henry Fayol (1841 – 1925) ,was a French manager and
industrialist born in 1841,in France.
 He developed a systematic theory of management and a
framework for studying management.
 He is known as “ Universalist” and the “father of
principles of general management” and also the “father
of modern operational management theory.”
 He translated his personal experiences into universal
truths.
 His theory is also known as classical organizational
theory.

20. HENRY FAYOL & PROCESS MGT
contd..
 The process management has a variety of activities such as
technical, commercial, financial, accounting, and managerial.
 According to this theory ,the function of process management
are to plan, organize,command,coordinate,and control various
managerial activities.
 Specifies 14 principles of management.
 Fayol used downward approach.
 Recommended regular meetings of departmental heads and
liason officers to improve the coordination of organizational
operations.
 These principles are flexible and can apply for taking decisions
in any situation

21. LUTHER GULICK
&ADMINISTRATIVE MGT
 Both Gulick & Urwick had rich experience in working of civil
services, military organization, and industrial undertakings.
 They developed a classical theory of organization which is also
known as administrative management.
 Luther Hasley Gulick (1892 – 1993), born in Osaka ,Japan
,extended the work of Henri Fayol to build a foundation for
management theory.
 He viewed management functions as universal .
 He coined the 7 letter acronym ,POSDCORB,each letter
represents one important function of the manager.
 Major contribution was the theory of departmentalization.
 He identified 4 P’s as the bases for dividing the work to create
departments.

22. LUTHER GULICK
&ADMINISTRATIVE MGT contd..
POSDCORB 4 P’s
 P – Planning
 O – Organization
 S – Staffing
 D – Directing
 C O – Coordinating
 R- Reporting
 B - Budgeting
 P –
Purpose(function)
 P – Process
 P - Persons (
clientele)
 P - Place

23. LYNDALL URWICK &
ADMINISTRATIVE MANAGEMENT
 Lyndall Urwick (1891 – 1983) born in Britain in 1891.
 Urwick defined the organization as determining
activities that are necessary for a purpose.
 His main contribution is in the field of management
functions and developing general managerial
guidelines and principles of management.

24. NEOCLASSICAL THEORIES OF
MANAGEMENT
 The neoclassical theory is the extended work to the short
comings of the classical approaches to management .
 The beginning of applied research in the area of
organizational behaviour.
 It includes management thoughts of human relations school
and human resources school.
Human
Relations
mgt
theories
Behavioral
Sciences
mgt
theories

25. HUMAN RELATIONS
MANAGEMENT THEORIES
 Behavioral or human relations management emerged in the
1920s.
 Its main concern was on human behavior in the work place.

26. GEORGE ELTON MAYO
 Elton Mayo (1880 – 1949) was an Australian psychologist,
sociologist and organizational theorist.
 He is the founder of the human relations ,movement and is known
as the father of the Hawthorne studies.
 He identified the Hawthorne effect or the bias that occurs when
people know that they are being studied or observed.
 He along with his employees Roethlisberger and Dickson
conducted this study to determine the effect of better physical
facilities on worker’s output.
 The Hawthorne studies demonstrated the important influence of
human factors such as high morale among individuals and group,
people – oriented approach to consider people as human beings.
 Understanding group attitudes and psychology on worker
productivity.

27. MARY PARKER FOLLETT &
MGT THEORIES
 Mary parker Follett (1868 – 1933) was born in
Quincy,Massachetts.
 She was an American social worker and pioneer in the fields
of organizational theory and organizational behavior.
 She emphasized participative decision making rather than
using coercive power.
 She established a clear – cut channel of communication and
was in favor of using depersonalized authority and order in
an organization.
 The three major concepts of Follett's theory were

28. MARY PARKER FOLLETT & MAJOR
CONCEPTS contd..
• Integration of individual effort into
a synergistic whole.
• Integration is a method of settling
conflicts instead of compromise or
domination.
UNIVERSAL
GOAL
• Circular of reciprocal response
emphasizing feedback to the sender
considering two – way
communications.
UNIVERSAL
PRINCIPLE
• There is no best way to do anything,
but it all depends on the situation.
• Fact of situation determine the basis
of authority and responsibility.
LAW OF
SITUATION

29. BEHAVIORAL SCIENCES
MANAGEMENT THEORIES
 The school of human resources represented a substantial
progression from human relations in the early 1950s.
 The contributors of behavioral sciences are
 Abraham Maslow,
 Chester Bernard
 Douglas McGregor
 Rensis Likert

30. MASLOW’S THOERY OF
MOTIVATION
 Abraham Maslow (1908 – 1970) born in New York,
developed the Hierarchy of needs model in 1940 -50s.
 Maslow was an American psychologist whose theories
have been influential in the 20 th century thought.
 Maslow’s motivation theory known as need hierarchy
theory is one of the best known and most influential
theories on workplace motivation.
 Useful in understanding human motivation, management
training and personal development.
 According to this theory ,human beings have a variety of
needs to motivate them to work.

31. ADAPTED IN 1990S
TRANSCENDENCE
SELF ACTUALIZATION
ESTHETIC NEEDS
COGNITIVE NEEDS
ESTEEM NEEDS

32. MASLOW’S THOERY OF
MOTIVATION CONTD..
 First four levels are called deficiency needs or D – needs
or deficiency motivators.
 Level 5 and by implication level 6 to 8 are growth
motivators and rarely found.
 The basic core of Maslow ‘s theory is motivation and can
apply to motivate employees.
 The employer in the organization should keep in mind
that all human beings have basic needs and right to strive
for self – actualization.
 The concept of self actualization provides real meaning
,the purpose for employees and the basis for staff
development.

33. CHESTER IRVING BARNARD
 Chester Barnard (1886 – 1961) was a
telecommunication executive and author of functions
of the executive ,an influential 20 th century
management book ,in which he presented a theory of
organization and the functions of executives in
organizations.
 Two of his theories
 i)the theory of authority
 ii) the theory of incentives
 Has seven essential rules of communication system.

34. CHESTER RULES OF
COMMUNICATION SYSTEM CONTD..
Define channels of communication
Each employee should know and have access to these
channels of communication.
Keep communication short and direct
Adequate skill among person dealing with
communication
No interruption off communication during working
hours
Be honest in communication

35. CHESTER RULES OF
COMMUNICATION SYSTEM CONTD..
 According to Barnard,the organization is a system of
discerning coordinating individual activities.
 He emphasized efficiency and effectiveness as criteria for
organizational survival.
 He divided organization into formal and informal .
 The informal organization is a part of formal one.
 He emphasized on developing a major plan which he
called as strategic planning.
 The key areas of managers to plan are an effective
communication system,recruitment,selection and retaining
policies and employees motivation.
 The employ must understand th expectation of the manager
and should comply with the directive

36. HERZBERG’S MOTIVATION
HYGIENE THEORY
 Frederick Herzberg (1923 – 2000) ,a clinical psychologist
and a pioneer of “ job enrichment”.
 He developed two – factor theory.
 It identifies five strong motivational factors of job
satisfaction (satisfiers) and five job dissatisfaction factors
(hygiene factors /dissatisfiers).

38. DOUGLAS McGREGOR
 (1906-1964)
 McGregor is the other major theorist associated with
the Human Relations School of management.
 • McGregor believes there are two basic kinds of
managers. One type of manager, Theory X, has a
negative view of employees assuming they are lazy,
untrustworthy and incapable of assuming
responsibility while the other type of Manager,
 • Theory Y, assumes employees are trustworthy and
capable of assuming responsibility having high levels
of motivation

39. LIKERT’S SYSTEM 4
MANAGEMENT
 Rensis Likert (1903 to 1981), was an American educator
and organizational psychologist.
 He also develop like a scale and linking pin model.
 According to like her job oriented supervision was the
cause of low productivity and low moral and suggested
participating management for decision making.
 He classified management styles into 4 categories
 Exploitive autocratic
 Benevolent authoritative
 Consultative
 Participating

40. MODERN MANAGEMENT
THEORIES:
 The modern era is characterized by trends in the
management through
 1. Microanalysis of human behavior, motivation, group
dynamics leadership leading to many theories of
organization.
 2. The macro search for fusion of the many systems in
business organization-economic social technical
political and quantitative methods in decision- making.

41. MODERN MANAGEMENT
THEORIES contd..
 Modern management theories era can be father
classified as the three streams :
Quantitative approach
System approach
Contingency approach
 Indicating further refinement, extension and synthesis
of all the classical and neo- classical approaches to
management.

42. QUANTITATIVE APPROACH:
Management science refers to the application of
Quantitative methods to management.
Management science has an interdisciplinary basis
in other words management science is a
combination and interaction of different scientists

43. SYSTEM APPROACH:-
 According to system approach the organization is
the unified, purposeful systems composed of
interrelated parts and also interrelated with its
environment.
 Each unit must mesh/ interact with the
organization as a whole, each manager most
interact/ communicate and deal with executives of
other unites .
 The organization itself must also interact with
other organizations and society as whole.

45. CONTINGENCY APPROACH:
The contingency approach can be described as the
behavioral approach.
Contingency theory does not prescribe the application of
certain management principles to any situation.
Contingency theory is recognition of the extreme
importance of individual manager performance in any given
situation.
It rests on the extent of manager power and control over a
situation and the degree of uncertainty in any given
situation.
The role of management in the contingency approach is to
develop an appropriate management solution for any given
organizational environment.
It is principally directed at the management practitioner
seeking to control a distinct Organizational environment.

46. FIEDLER CONTIGENCY THEORY OF
LEADERSHIP
 According to this theory ,situational characteristics are th e
prime contingency factors to determine the effectiveness of
leader behaviour.
Leader member
relationship
Task structure
Position -power

47. PATH – GOAL THEORY
 This theory is also known as the path – goal theory of
leader effectiveness,developed by the American
psychologist Robert House in 1971 and revised in
1996.
 It is a combination of situational leadership and
Vroom’s expectancy theory of motivation ,based on
research.
 According to this theory ,the leadership style of leaders
can determine by contingency factors like
characteristics and environmental factors including
nature of the task, structure of the organization.

48. PATH – GOAL THEORY contd...
 This theory is an attempt to predict leadership
behaviour in different situations.
 There are four leadership styles have been emerged
from these situation factors.
Directive Supportive
Participative
Achievement –
Oriented
Leadership

49. PATH – GOAL THEORY contd..
LEADER
BEHAVIOR
Directive
Achievement-
oriented
Participative
Supportive
OUTCOMES
Performance
Satisfaction
ENVIRONMENTAL
CONTIGENCY
FACTORY
Task structure
Formal authority
system
Work group
SUBORDINATE
CONTIGENCY
FACTORS
Locus of control
Experience
Perceived ability

50. SITUATIONAL LEADERSHIP
THEORY:
 Heresy and Blanchard propose the situational
leadership theory.
 According to this theory ,leaders choose the best
course of action based on situational variables.

51. IMPLICATIONS OF MANAGEMENT
THEORIES IN NURSING
 Taylor’s theory can be implemented in nursing to study
complexity of care and determine staffing needs and observe
efficiency and nursing care.
 Nurses can utilize Emerson’s theory of early notion of the
importance of objectives setting in an organization.
 Nurses should be aware of the managerial tasks as defined by
Fayol:
• Planning,
• Organizing,
• Directing,
• Coordinating and
• Controlling.

52. IMPLICATIONS OF MANAGEMENT
THEORIES IN NURSING CONTD...
The theory of human relations of Follett and Lewin
emphasize the importance for nurse managers to develop
staff to their full potential and meeting their needs or
recognition, accomplishment and sense of belonging.
McGregon and Likert support the benefits of positive
attitudes towards people ,development of workers
,satisfaction of their needs and commitment through
participation.

53. ASSIGNMENT:
 Write an assignment on theories and models of
nursing management and which theory will be highly
suitable for our profession ?

54. SUMMARY:
 So far, we have seen about the definition of theory, its
evolution, classification of management theories and
its implications in nursing

55. CONCLUSION:
 Management theories and models are essential tools
for nursing practice .
 They provide a basis for understanding and improving
organizational behavior and performance, as well as
guiding decision – making and quality improvement
initiatives.

56. THEORY APPLICATION
 General system theory:
INPUT
Men
Money
Mterial
Machines
Methods
THROUGH PUT
Processing
Transformation of
input
OUTPUT
Achievement
of the goals
FEED BACK

57. JOURNAL FINDINGS
 Title: Implication of Maslow’s Hierarchy of needs theory on
Health care employees performance.
 Done by: Simona Catalina et al
 Published online: 27/02/2024
 Source: Transylvania review of Administrative sciences.no.59
E/2020
 FINDINGS: The survey was conducted to 824 employees
from Romanian Health Organization. The results of the study
states that the Romanian health system employees are mostly
motivated by meeting the needs of higher level, especially by
meeting the needs of self – actualization and to lesser exttent
by meeting he lower level needs.