Module 32 – Domain V: Management Characteristics, Quality Improvement
After reviewing Module 32 lecture, you should be able to:
- Describe management approaches.
- Discuss management characteristics.
- Describe quality improvement
Management Approaches
Scientific Management
· Frederick Taylor - scientific management
o includes notion of the best method and best wage (based on money) to do job; 1 right way to do things and motivation through money.
o Increase efficiency through scientific analysis of the jobs of individual workers, careful selection and training, and improved supervision; optimization of the way tasks were performed and simplification of jobs so that workers can perform their duties in the best way
Behavioral
· Peter Drucker - Management by Objectives (MBO)
o includes planning specific goals which may be measured and are evaluated often
o program designed to improve employee motivation by including employees in the decision making process
o informs employees in advance about factors used for performance evaluation
o a process of agreeing upon objectives within an organization so that management and employees buy in to the objectives and understand what they are
· Mary Parker Follet
o leadership is based on knowledge not solely power
o organizations function on the principle of power "with" and not power "over."
· Douglas MacGregor – Theory X and Theory Y
o basic assumptions that mangers hold regarding the way employees view work and how they can be motivated:
o theory x – (negative) direct control over employees, assumes most do not want to work and will avoid work if possible. Motivation to work is primarily through fear.
o theory y – (positive) presumes under proper conditions most want to work and enjoy work. Employees experience personal satisfaction and are self directed.
· William Ouchi – Theory Z
o focuses on involved workers as the key to productivity and worker satisfaction; characterized by long-term employment (loyalty)
o workers are more participative, and capable of performing many and varied tasks. Theory Z emphasizes things such as job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers
o focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job; tends to promote stable employment, high productivity, and high employee morale and satisfaction.
· Mayo
o believed that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work (something that Taylor ignored)
o focused on managers taking more of an interest in the workers, treating them as people who have worthwhile opinions and realizing that workers enjoy interacting together.
o studies the effect on productivity levels of changing factors such as lighting and working conditions; he expected to see productivity levels decline as lighting or other conditions became progressively worse; what he actually discovered surprised him: whatever the change in lighting or working conditions, the productivity levels of the workers improved or remained the same.
o From this Mayo concluded that workers are best motivated by:
§ Better communication between managers and workers (Hawthorne workers were consulted over the experiments and also had the opportunity to give feedback)
§ Greater manager involvement in employees working lives (Hawthorne workers responded to the increased level of attention they were receiving)
§ Working in groups or teams. ( Hawthorne workers did not previously regularly work in teams)
o In practice therefore businesses should re-organize production to encourage greater use of team working and introduce personnel departments to encourage greater manager involvement in looking after employees’ interests. His theory most closely fits in with a paternalistic style of management.
· Herzberg
o had close links with Maslow and believed in a two-factor theory of motivation.
o He argued that there were certain factors that a business could introduce that would directly motivate employees to work harder (Motivators).
o However there were also factors that would de-motivate an employee if not present but would not in themselves actually motivate employees to work harder (Hygiene factors)
o Motivators are more concerned with the actual job itself. For instance how interesting the work is and how much opportunity it gives for extra responsibility, recognition and promotion.
o Hygiene factors are factors which ‘surround the job’ rather than the job itself. For example a worker will only turn up to work if a business has provided a reasonable level of pay and safe working conditions but these factors will not make him work harder at his job once he is there. Importantly Herzberg viewed pay as a hygiene factor which is in direct contrast to Taylor who viewed pay, and piece-rate in particular
o Herzberg believed that businesses should motivate employees by adopting a democratic approach to management and by improving the nature and content of the actual job through certain methods. Some of the methods managers could use to achieve this are:
§ Job enlargement – workers being given a greater variety of tasks to perform (not necessarily more challenging) which should make the work more interesting.
§ Job enrichment - involves workers being given a wider range of more complex, interesting and challenging tasks surrounding a complete unit of work. This should give a greater sense of achievement.
§ Empowerment means delegating more power to employees to make their own decisions over areas of their working life.
Classical
· Henry Fayol
o management focus on tasks, structure, and authority; chain of command with tight span of control
o includes management by function with the use of line and staff organizational chart
o it is important to have unity of command: a concept that suggests there should be only one supervisor for each person in an organization
Controlling
· PERT (Program Evaluation and Review Technique)
o involves planning, scheduling and controlling technique and incorporates a network model to show activities
o includes a sequence of steps or events to complete a task
o PERT is similar to CPM (Critical Path Method)
o PERT is sometimes preferred over Gantt because PERT shows process/task dependencies; however PERT can be more difficult to interpret for complex projects.
o a model for project management; a method to analyze the tasks involved in completing a given project, especially the time needed to complete each task, and identifying the minimum time needed to complete the total project
· Gantt chart
o presents a horizontal incremental timeline with tasks presented vertically on a chart. Usually easier to read than PERT, but more simplistic. Another criticism of Gantt charts is that they may not identify tasks that are throwing off the rest of the schedule.
o A scheduling tool used to display the status of a project’s tasks. A Gantt chart shows each task’s duration as a horizontal line. The ends of the lines correspond to the task’s start and end dates.
· Process Control Chart
o an analysis of the breakdown of a job. It can be a product analysis such as a step by step analysis that a product goes through (the accuracy of a completed tray in a tray line) or a person analysis which studies the tasks of a person (tasks for the head cook).
Management Characteristics
· Technical - focuses on expertise and ability to function in a specified area; increased importance at lower level of management
· Human - ability to relate with other workers successfully to ensure work is completed; important at all levels of management
· Conceptual - envisions the organization as a whole and understand how parts of the organization work or mesh together to complete tasks; important in upper levels of management
Quality Improvement
Rationale
· Quality assurance program - designed to ensure product or service provides satisfaction of needs
· Steps for QA program include:
o determine criteria
o measure performance
o evaluate performance to original criteria
o plan of action to correct performance
Regulatory Guidelines
· Omnibus Budget Reconciliation Act of 1987 - directed towards nursing home reforms to ensure employees aid in autonomy and independence of residents
· JCAHO
o evaluates patient care to ensure safe, quality care is achieved
o appropriate care is to include screening for nutrition need, assessment of those at risk for malnutrition, nutrition care plan, monitoring, and reassessment - if indicator is met then reassess whether there is a need to continue monitoring indicator
o 10 step process for QA includes:
- assign departmental personnel for QA responsibility
- illustrate the nature of care and the population being cared for
- describe the main types of care given
- establish quality indicators
- identify thresholds for evaluation
- collect data for evaluation
- evaluate data
- plan action to eliminate problem areas
- correct problem via education or training
- evaluate the action and note changes
Now that you have read the lecture, consider the following:
- What are the differences between theories X, Y, and Z?
- What are the key aspects of MBO (Management By Objectives)?
- When would a PERT chart be used?
- What are the advantages & disadvantages of a Gantt diagram?
- Which chart would you use to analyze trayline accuracy?
- What is the next step in appropriate care if you have met an indicator?
- Describe quality improvement. Include:
o rationale
o regulatory guidelines
1. You work for a company that gives commission to motivate productivity. This follows which of the following management approach?
a. Mary Follet
b. Rensis Likert
c. Douglas MacGregor
d. Frederick Taylor
2. You work for a company that gives leadership roles to those with knowledge. Which of the following management approaches is represented?
a. Mary Follet
b. Rensis Likert
c. Douglas MacGregor
d. Fredrick Taylor
3. Which of the following assumes employees do not want to work and management should have direct control over employees?
a. Theory Y
b. Theory X
c. Management by Objectives
d. Theory Z
4. Which of the following assumes employees want to work and enjoy work?
a. Theory X
b. Theory Z
c. Management by Objectives
d. Theory Y
5. Which of the following is based on loyalty between employees and management?
a. Theory Y
b. Theory X
c. Theory Z
d. MBO
6. Which of the following focuses on planning goals and evaluating periodically?
a. MBO
b. Theory Y
c. Theory X
d. Theory Z
7. Which of the following approaches focuses on tight span of control?
a. Mary Follet
b. Henry Fayol
c. None of these
d. Frederick MacGregor
8. You set goals to improve productivity in production and evaluate goals monthly. Which approach are you using?
a. Theory Z
b. Theory Y
c. MBO
d. Theory X
9. You are training a new hire and give them the “one right way” to prepare salads. Who’s approach are you using?
a. Fredrick Taylor
b. Henry Fayol
c. None of these
d. Mary Follet
10. Which of the following includes a network to show activities?
a. MBO
b. Theory Z
c. Program Evaluation and Review Techniques
d. Theory X
11. Which of the following management characteristics is important at lower levels of management?
a. conceptual
b. MBO
c. None of these
d. technical
12. Which of the following management characteristics is important in the upper levels of management?
a. technical
b. human
c. conceptual
d. none of these
13. Which of the following management characteristics involves the ability to relate to other employees?
a. conceptual
b. human
c. none of these
d. technical
14. A foodservice prep manager should most importantly have which management characteristic?
a. technical
b. functional
c. all of these
d. conceptual
15. A senior VP of Foodservice in a large company should most importantly have which management characteristic?
a. conceptual
b. functional
c. all of these
d. technical
16. A manager is able to effectively communicate with employees to ensure a task is completed. Which management characteristic is she using?
a. technical
b. functional
c. none of these
d. human
17.
Which of the following management characteristic focuses on expertise and functioning in specific areas?
a. human
b. functional
c. technical
d. all of these
18. Which of the following management characteristic focuses on how parts of the organization mesh together?
a. human
b. conceptual
c. all of these
d. technical
19. Which of the following is designed to ensure your catering program meets satisfaction of needs?
a. conceptual
b. quality assurance program
c. scientific management
d. cost benefit study
20. What is the 1st step for a QA program?
a. measure performance
b. compare performance to original criteria
c. plan of action
d. establish criteria
21. What is the final step for a QA program?
a. establish criteria
b. compare performance to original program
c. plan of action
d. measure performance
22.
Which of the following provided QA guidelines towards nursing home reforms?
a. Omnibus Budget Reconciliation Act
b. FDA
c. None of these
d. JCAHO
23. Employees at a nursing home are not ensuring autonomy for residents. Which of the following is being violated?
a. JCAHO
b. FDA
c. None of these
d. Omnibus Budget Reconciliation Act
24. A foodservice employee is assigned to ensure QA on tray delivery. Which JCAHO step is being followed?
a. describe the main types of care given
b. assign departmental personnel
c. evaluate by examining data
d. establish quality indicators
25. You learn trays are not delivered in a timely fashion. You train employees on the proper way to deliver trays. Which JCAHO step is being followed?
a. assign departmental personnel
b. establish quality indicators
c. identify thresholds for evaluation
d. correct problem