ANSWER THE DISCUSSION POST WITH A MINIMUM OF 200 WORDS. APA FORMAT. MINMUM OF TWO DIFFERENT REFERENCES.

Week One: Discussion Question Two

Reflecting on the quote at the beginning of Chapter Two, Management “The worker is not the problem. The problem is at the top!-W. Edwards Deming; respond to the questions.

Link to book is:

Username:Prescottjackson1906@gmail.com

Password: (I will send in message)

https://bookshelf.vitalsource.com/reader/books/9781567936919/pageid/0

· As a future healthcare leader, what does this quote mean to you?

· Explain your response, give examples from your own experience.

· From your experience, what did you learn as a take away for your own future leadership behaviors?

1. Responses should be of sufficient length (150 words) with proper grammar.

2. Cite two references (one may be your text) using APA format,

3. 150 word minimum.

4. Valued at 30 points.

HCA 620

Health Organization Management

Welcome to the Week One lecture for HCA 620 Health Organization Management.

Week One
Management

This week we will start with Management. Click on the continue button to begin.

What is Management?

Management: The process of
getting things done through and with people

Management involves people . . .
lots of them!

What comes to mind when you see the word management? Consider a manager you know. What does she do? What makes him a manager? Perhaps we have different ideas about what management means, what managers do, and who does management work.
This book defines
management as “the process of getting things done through and with people”. Always remember that management involves people—usually lots of them! Managers can work at all levels of an organization.

People who perform management work (for much or all of their job) might have job titles such as manager, executive, administrator, supervisor, coordinator, or lead. However, people who only occasionally perform management work might also have job titles that imply they are managers.
To determine whether someone really is a manager, we should consider how much of the work described in this chapter that person does.

Taylor & Scientific Management

Designs jobs for efficiency and production
Work (including managers’ work) based on scientific analysis, not personal preference
Detailed instructions, methods, techniques, rules, training, time allowances for each job
Work, tools, postures, and workstations designed to maximize productivity and minimize injury
Now called ergonomics and human engineering

“Work smarter, not harder”.

Management began to develop as a body of knowledge more than a century ago with the
scientific management work of Frederick W. Taylor. He told factory managers they could increase productivity and output not by finding bigger, stronger workers to shovel coal and lift iron but instead by designing the workers’ repetitive work for ease and efficiency. He analyzed factory workers’ physical motions, postures, steps, actions, task completion times, and production.
Based on the analysis, Taylor made changes that led to large improvements. For example, standing or sitting a certain way could help someone work with less strain on the body, similar to practicing good posture when working at a computer workstation today. Taylor also designed tools that enabled laborers to work with less effort yet accomplish more. (Does this remind you of the saying “Work smarter, not harder”?) Taylor developed detailed instructions, methods, rules, techniques, training, and time allowances for each job. Thus, work was based on objective scientific analysis rather than subjective personal preferences.

Fayol & Administrative Theory
An integrated set of ideas to design organizations

Division of work
Supervisor–subordinate relationships
Hierarchy
Span of control
Authority
Line of authority
Centralization
Specialized jobs and departments
Line jobs
Staff jobs
Coordination
Unity of command
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

Early in the twentieth century, Henri Fayol was a pioneer in developing
administrative theory to improve organizations (rather than improve individual jobs as Taylor did). His ideas were top-down, for top managers to apply to lower levels of the organization. Fayol believed his principles were flexible and applicable to any kind of organization.
Although history has shown that his principles work better in some types of organizations than in others, the principles have contributed much to the foundation of theory for managing people and organizations. His work helped develop administrative principles that are still widely used today. In the Partners HealthCare example in the opening Here’s What Happened, we read how managers used some of these principles.

Have you seen an organization chart for a medical group practice, health website design company, pharmaceutical firm, or community health alliance?

Mayo & Human Relations
Management based on psychology and sociology.

Considers employees’ feelings and behaviors.

Social and psychological factors affect workers’ cooperation, teamwork, feelings of importance, and recognition—influence workers’ morale, work effort, productivity.

Better understanding of motivation, organization culture, group behavior.

In the 1920s and 1930s, a team of researchers led by Fritz Roethlisberger and W. J. Dickson studied workers at the Western Electric Hawthorne Plant outside of Chicago. The researchers conducted experiments in which they changed the physical working conditions, such as lighting, of the rooms where workers manually assembled telephone components. These experiments, combined with observations, were to help Western Electric managers understand factors affecting workers’ productivity, morale, and other aspects of performance. The researchers were puzzled that productivity did not vary as expected. Sometimes productivity improved in the experiment room where lighting was increased, yet it also improved in the control room where the lighting was not changed.

Eventually, Elton Mayo and other scientists in the Hawthorne studies determined that social and psychological factors were involved. The experiments affected the workers’ cooperation, teamwork, feelings of importance, and recognition, which then influenced their morale, work effort, and productivity. The workers were not machines or robots; they were humans. They had thoughts, feelings, emotions, and personalities, which they brought to work. They were more complex than previously realized, and they were not always rational. Western Electric was not a machine either; it was a social organization with
norms, peer pressure, informal leaders, interpersonal relations, and group behaviors that affected workers.

This work led to the
human relations approach in management, which was further developed by Chester Barnard, an executive who emphasized cooperation based on communication and both social and psychological motivators. Decades of study have focused greater attention on the human relations aspects of management, such as motivation, organization culture, group behavior, and job design. In recent years, new approaches to human relations have led to innovations in management.
We will learn more about human relations in later chapters on staffing, leadership, and communication.

Gulick, Urwick, & Management Functions

Plan: Decide what to do and how to do it

Organize: Arrange work into jobs, teams, departments, and other work units

Staff: Obtain and retain people to fill jobs and do the work

Direct/lead/influence: Assign work to workers and motivate them to do the work

Control: Compare performance to standards and make adjustments if needed to meet the standards

In the 1930s, Luther Gulick and Lyndall Urwick studied what executives do. Executives plan, organize, staff, direct, coordinate, report, and budget (sometimes referred to as POSDCORB). Gulick and Urwick, and Fayol before them, identified five fundamental management functions: planning, organizing, staffing, directing, and controlling.
Managers plan, organize, staff, direct, and control. In more recent years, the words lead, influence, and motivate have been used in place of direct.
In
planning, managers decide what to do and how to do it. Planning can involve establishing mission, vision, goals, objectives, strategies, and methods. Planning may be short-term, such as a single eight-hour shift in an emergency department, or long-term, such as the five-year strategic plan of a medical school. What kind of short-term and long-term planning have you done in your life?

In
organizing, managers arrange work into jobs, teams, departments, and other work units; arrange supervisor–subordinate relationships; and assign responsibility, authority, and resources. Organizing involves designing an organization chart. For example, five investors build a new assisted-living retirement home and then organize the jobs, departments, and 87 employees as shown on a new organization chart.

In
staffing, managers obtain and retain people to fill jobs and do the work. Managers also recruit, select, orient, train, compensate, evaluate, protect, and develop employees. For example, an outpatient diagnostic center manager hires an ultra sonographer and decides how much to pay her.

In
directing (also called influencing or leading), managers assign work to employees and motivate them to do the work. For example, a chemotherapy supervisor assigns three nurses to 13 patients who are scheduled for chemotherapy on Monday.

In
controlling, managers compare actual performance to preset standards and make corrective adjustments if needed to meet the standards. For example, managers use real-time data collection, analysis, and reports at their digital desktops to control expenses, overtime hours, schedules, and customer satisfaction.

Gulick, Urwick, & Management Functions

Plan: Decide what to do and how to do it

Organize: Arrange work into jobs, teams, departments, and other work units

Staff: Obtain and retain people to fill jobs and do the work

Direct/lead/influence: Assign work to workers and motivate them to do the work

Control: Compare performance to standards and make adjustments if needed to meet the standards

It makes sense for managers to carry out these five functions in the sequence shown, and the functions should be thought of as a cycle rather than a straight line. After all steps are completed, the original plans have been fulfilled (or revised), so new plans must be created. New plans lead to new organizing, staffing, directing, and controlling.
The cycle suggests that managers plan goals to pursue, organize tasks to accomplish planned goals, hire staff to perform organized tasks, direct and motivate staff to do the tasks, and then control what happens so that planned goals are achieved.

Weber & Bureaucratic Theory

Formal, impersonal management system
Authority, hierarchical bureaus, division of labor, standards, rules, documents, discipline

Hiring and promotion based on qualifications and ability (not personal relationships)

Makes organizations. . .
More predictable, efficient, stable
Less flexible, personal, innovative

The word bureaucracy may elicit negative or cynical feelings because bureaucratic rules sometimes create obstacles and delays. However, wise use of bureaucratic principles contributes to effective management. These ideas were developed by economist, sociologist, and political scientist Max Weber in the 1940s. He used perspectives from his three areas of expertise to study organization management and recommend changes.

As you might have realized, the bureaucratic approach makes work and organizations more efficient but less personal. This design was intentional because Weber thought work and organizations were based too much on personal connections, favoritism, family relationships, and office politics. In bureaucracy, rules and authority dominate, and human creativity and personal feelings are stifled. This approach has advantages and disadvantages, as do other management approaches. Bureaucracy makes organizations more predictable, efficient, and stable. However, as Weber realized, it also makes them less flexible and less innovative.

Would you want to work in a bureaucracy? Today, many organizations and HCOs follow bureaucratic principles, some more rigidly than others. Bureaucracy helps you be paid properly, deters your boss from directing you to mow her lawn, and lets you be promoted even though you’re not the president’s nephew. However, bureaucracy might also stifle your creative ideas and control you with many rules.
We will learn more about these principles in later chapters on organizing and controlling performance.

Lewin & Organization Development Theory

Applies behavioral science to help organizations build capability to change.

Tries to change whole system (organization) rather than only part of system (e.g., one department).

Uses multiple methods and tools:
Team building
Interdepartmental activities
Employee participation
Conflict resolution
Organization redesign
Process redesign
Culture change
Group dynamics
Respect and trust
Autonomy
Fairness
Empowered employees
Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

Organization development (OD) is “a process that applies…behavioral science knowledge and practices to help organizations build their capability to change and to achieve greater effectiveness” OD strives to change the whole system rather than focus only on a project, department, or part of the system. This approach began to evolve in the 1950s based on work by Kurt Lewin and Wilfred Bion, and it strives to change social systems and organization culture to change human behavior in the organization. OD goes beyond continuing education and training. It uses interventions, team building, interdepartmental activities, employee participation, constructive conflict resolution, organization redesign, process redesign, culture change, group dynamics, respect, trust, autonomy, fairness, and empowerment of employees.

OD has much applicability in HCOs. For example, UnitedHealth, a large national health insurance company, used OD with thousands of its managers to change toxic, hostile behavior into civil cooperation. Other outcomes of OD have included improved change, decisions, employee satisfaction, customer satisfaction, innovation, and service quality.

Katz & Management Skills
Managers use three basic kinds of skills:

Technical skills to work with things
– Calculating a budget variance
Human skills to work with people
-Motivating workers
Conceptual skills to work with ideas
– Envisioning future population health goals

Robert Katz spent years examining the work of managers. He found that they use three basic kinds of skills—technical, human, and conceptual—to perform three kinds of work. Managers use technical skills to work with things. They use human skills to work with people. They use conceptual skills to work with ideas. Managers may use these skills together, such as using conceptual skills with technical skills.

In HCOs, a manager’s technical work might be preparing a therapist’s job description, a dental clinic budget, or an outpatient lab marketing plan. An HCO manager’s human interpersonal work might include motivating bereavement counselors or forming cooperative work relationships between the counselors and nurses. A manager’s conceptual work might include envisioning future population health goals or considering how relocation to a new building could affect patients’ access to care.
11

Mintzberg & Management Roles

Interpersonal: Figurehead, leader, liaison

Informational: Monitor, disseminator, spokesperson

Decisional: Entrepreneur, negotiator, resource allocator, disturbance handler

Henry Mintzberg helped analyze management by identifying ten roles performed by managers. He grouped the roles into three broad groups: interpersonal roles, informational roles, and decisional roles.

Mintzberg emphasized that these roles are interrelated. Suppose Kaitlyn manages an ambulatory surgery center in Cincinnati. She receives complaints from patients, families, and employees about insufficient parking. She uses interpersonal roles to represent the HCO and connect it with groups of people to resolve the problem. Kaitlyn uses informational roles to monitor the situation, gather information about the problem and possible solutions, and speak to others on behalf of the HCO. As the manager, she uses decisional roles to handle the problem, negotiate a solution, and allocate resources for more parking.

Because managers often perform different roles simultaneously—and may handle several projects at the same time—they need a special skill: juggling. We will learn more about these management roles in the remaining chapters.

One More Time
(1 of 2)
Management is getting things done through and with people.

Scientific management (ergonomics) designs work based on scientific analysis (not personal views).

Administrative theory is an integrated set of ideas to design organization structure (seen in organization charts).

Human relations uses psychology and sociology to influence workers’ behaviors, norms, feelings, and motivations.

Five essential management functions are planning, organizing, staffing, directing/leading, and controlling.

Bureaucracy manages organizations with formal impersonal structure rather than personal favoritism.

Organizations, as open systems, must interact with their external environments.

By now you should know what management is and the roles, activities, and functions that managers carry out. Perhaps you wonder if all managers perform their management work the same way. What do you think?

Consider people in general: Do they perform the same role, activity, or function in the same way? You have probably noticed that professors do not all teach the same way. Students do not all study the same way. The same goes for managers: They do not all manage the same way. Managers differ in personalities, attitudes, worldviews, biases, styles, and preferences. They also work with different situations, problems, and goals. Although managers perform similar roles and functions, they do not perform them in the same way.

Management began to develop as a body of knowledge with the efforts of Taylor and the scientific method to improve work. Fayol pioneered administrative theory to improve organization structure, levels of organization, and supervisor–subordinate relationships. Mayo studied how using psychology and sociology could help managers understand workers’ behaviors, norms, feelings, and motivations.

One More Time (contd.)
Organization development improves performance by changing social systems and organization culture.

The best way to organize is contingent on factors that vary among organizations.
Managers use technical, human, and conceptual skills.

Organizations and managers do things to be viewed as legitimate by society, although that may reduce efficiency.

Managers perform interpersonal, informational, and decisional roles.

Gulick and Urwick identified specific management functions, including planning, organizing, staffing, directing/influencing, and controlling. Weber developed bureaucracy theory to manage organizations with formal structure, bureaus, hierarchy, authority, responsibility, accountability, and consistent rules (rather than personal favoritism). Lewin’s work led to organization development, which strives to improve performance by changing social systems and organization culture.

Woodward and others argued that the best way to organize is contingent on external factors. Katz asserted that managers use technical, human, and conceptual skills to perform technical, human, and conceptual work. DiMaggio and Powell developed institutional theory to explain that organizations and managers sometimes take actions to be viewed as proper and legitimate—even though the actions may reduce organization efficiency. Mintzberg summarized the work of managers into ten interpersonal, informational, and decisional roles.

Management is a mix of art and science. A body of scientific research, theories, principles, knowledge, and practice is available to guide managers. Yet scientific methods cannot fully address the many people, situations, and nuances of management. The art of management is also needed, which comes from judgment and experience that you will develop in your career.
You have concluded with the Week One Interactive Presentation. Please proceed back to Week One in Blackboard to continue the curriculum for Week One.

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