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increases productivity by maximizing workforce effectiveness

Taylors four overiding principles of scientific managemen ( inducstrial revolution)t: first rule is

use time, motion studies, and the expertise of experienced workers to promote greatest efficiency of time and energy instead of rule of thumb

2nd rule is

each employees abilites and limitation could be identified so that the worker coudl be best matched to the most appropriate job

3rd rule is

workers were reimbursed according to their level of production rather than by an hourly wage

4th rule is

role of mamagers or functional foremen as they were called was to plan prepare and supervise. the worker was to do the work.

max weber

bureaucracy leadership style

the seven activities of management

planning, organizing, staffing, directing, and controlling

participative management

managers should have authority with rather than over employees. solutions can be find using both sides without having one dominating the other

hawthorne affect

people respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant attention

theory x managers view employees how?

as lazy and in need of constand supervision and direction

theory y managers view employees how?

self motivated and willing to work hard to meet organizations goals

the great man theory

some people are born to lead while others are born to be led

contingency approach

no one leadership style is good for every situation
as people mature leadership style becomes less tasked forced and more relationship oriented

kants three major work empowerment structures

opportunity, power, and proportion

nelson and burns four developmental levels of a leader ( interactional leadership theories) 1970- present

reactive leader- focuses on the past
responsive leader- able to mold subordinates to work together as a team
proactive leader- leader and followers are future oriented and hold common values
performance teams leader- maximum productivity and worker satisfaction are apparent

reactive leader

focuses on the past

responsive leader

able to mold subordinates to work together as a team

proactive leader

leaders and followers are future oreiented and hold common values

high performance groups-

max productivity and woker satisfaction is apparent

transactional leader

sets goals, gives directions, and uses rewards to reinforce employee behaviors associated with meeting or exceeding established goals--- concerned with the day to day operations

transformation leader

motivat peformance beyond expectations through their ability to influence attitudes.-- concerned with the bigger picture

six traits of the integrated nursing leader/manager

1. they think long term
2. they look outward toward the larger organization
3. they influence others beyond their own group
4. they emphasize vision, values and motivations
5. they are politically astute
6. they think in terms of change and renewal

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