All You Wanted to Know About Management, but “We're” Afraid to Ask

Speaker: Mark H. Crosthwaite, M.Ed., CNMT

Associate Professor, University of Louisville

Nuclear Medicine Technology Program

Also presented at:1999 SNM-TS Summer School,

Memphis1999 SNM National meeting, Los

Angeles

Last PresentationKSNMT Fall Meeting

Creasers, IN November 2002

The Organization• Mission Statement: What are we all about?

• Master Organizational Chart

• Channels: Where is Radiology - Nuclear Medicine?

• Alternative Organizational Chart

Traditional Organizational Chart

Organizational Chart - Matrix

Katz's Managerial Levels - Defining Managerial Level

Self-Assessment Test What Is Your Management Style?

• Add up all your points from A and B

• If the total is greater with A then your tendency is towards a X Style

• If the total is greater with B then your tendency is towards a Y style

• If it’s about equal, then there is no dominant quality.

• What does all that mean? I’m glad you asked that question.

Theories of Management

• Defined: The process of getting things done through other people.

• People, technology, and other resources are combined and coordinated to achieve organizational goals.

Time to Take a Quiz• Which style of Management are you?• Are you an X? • Are you a Y?• Score the statements

– 5 = always– 4 = mostly – 3 = often– 2 = occasionally– 1 = rarely– 0 = never

What’s your Score?

• 60 - 75 = strong Y-theory management

• 45 - 59 = generally Y-theory management

• 16 - 44 = generally X-theory management

• 0 - 15 = strongly X-theory management

Based on Douglas McGregor’s XY Theory http://www.businessballs.com

Theory X

– The average employee dislikes work and tries to avoid it. Therefore they must be coerced, controlled, and directed. Average employee avoids responsibility and has little ambition.

CLASSICAL SCHOOL OF MGT X Theory of Management - Max Weber

• "Economic Man"

• Bureaucracy Rules and Regulations

• Impersonal

• Division of Labor

• Hierarchical Structure

• Authority

• Rationality

• Problems with this Classical Approach

• Slow Decision Making

• Incompatibility with Technology

• Protection of Authority

CLASSICAL MGT (cont.)Frederick Taylor

• Time and Motion Studies

• Functional Foreman

• Birthplace of Systems Management

• Closed System vs Open System

• Major Points to Systems Approach

• Detection

• Identification

• Response Availability

Input Throughput Output

Feedback

Hawthorne Experiments

• Elton Mayo and Fritz Roethlisberger

• Western Electric• Lighting = increased

efficiency

Theory Y

– The expenditure of physical and mental effort is the nature . . . the average person does not inherently dislike work, may even like it. Employees have self-direction/self-control, and are committed to the objectives of the organization. They even seek responsibility and have imagination and creativity.

BEHAVIORAL SCHOOL MANAGEMENT

• Discovered ‑ Special Attention• Motivation• Group Pride• Improved Performance• "Social Man" is motivated through recognition of social needs• Identify with others• Developed the Human Model• Worker is motivated by social needs• Sense of identity through association with others• Respond better to Peer Group than MGT control

• Workers response to MGT meeting social needs and being accepted

Pre-Z Theory

• Post WWII Japan

• Copying US firms and management practices

• Low quality

• W. Edwards Deming and QC

• The Deming Award

Theory Z (The Japanese style)

• Employment is security as a life-long commitment to a single organization. Things are done as a group; i.e. problem solving and decision making. Even work is family/socially oriented. Little competition within the group, but competition is intense among separate groups.

NENKO SYSTEM

Dimensions Japanese Worker American Worker

EmploymentAttitudeDecisionsPromotionSalaryControlsCompetition

Life TimeGroupBottom - UpSlowSeniorityInformalGroup

Short TermIndividualTop - DownFast MeritR & RIndividual

Mixing the Theories - What’s Best?

Theory X = Economic Man

Theory Y = Social Man

Theory Z = The Japanese Style

Quality Circles

Team Concept

X + Y + Z = The Contingency Style of Management

Another Comment on MGT Styles

Staff

CEO

CEO

Staff

Which one is prevalent in your institution?

Continuous Quality Improvement

“Integrating leadership concepts, and practices intothe culture of an organization to facilitate improvementin services to customers and increased satisfaction in daily work life.”

John Marshall, RT(R), CNMT

Management by Resultsor “the way it is”

• Short Term Thinking

• Misguided Focus

• Internal Conflict

• Fudging the Figures

• Greater Fear

• Blindness to Customer Concern

CQI Leadership

• Customer-focused

• Obsession with Quality

• Teamwork

• Looking for Faults in the System

• Continual Education and Training

Customer Driven

Supplier Input Action Output Customer Outcome

Owner

Where’s the focus?

The Key to CQI

CustomersWorkers

MGT

Board

Leadership

Defined - Involves influencing a person or grouptowards the accomplishments of goals and

objectives

Another Quiz - Leadership

Are you more? – A– B– C

Styles of Leadership

• Autocratic - “I’m the boss!” The manager is clear, direct, and gives precise direction. Gets the job done and nothing more. Fatal in the long term?

• Bureaucratic - The industrial standard. Rules and Regulations! No employee decision making. Freedom? Style?

• Paternalistic - Employees are like children, treat them nicely. Only the manager knows how to make decisions. The benevolent manager.

Styles (cont.)

• Laisse-faire ‑ Based on the assumption that people are self-motivating. Lack of direction to the point where employees are often proceeding in different directions.

• Participative ‑ It's like the word says: PARTICIPATION. Give me a Y! Group effort in decision making, problem solving, setting objectives, and getting the job done. As a manager, you are a Teacher, Coach, and Motivator.

Managing Vs. Leading

LeadershipPlanning OrganizingControlling

ManagementPeopleMoneyInformationTime

Strategic PlanObjectives ofthe Hospital

Other Key Points In Leading

• Vision

• Risk

• Timing

• Trust

Motivation !!

Define: That which causes, channels, and sustains people's behavior ... The manager should channel the employees' motives toward the organizational goals.

Stimulate, Motivate, and Innovate

Maslow's Hierarchy of Need

• Self-Actualization

• Esteem Needs

• Affiliation Needs

• Safety Needs

• Physiological Needs

Key Job Characteristics for Enrichment• Skill Variety - The degree to which the job requires a

variety of different activities in carrying out the work. It involves the use of a number of skills and talents.

• Task Identity ‑ Completing the whole job, identifiable piece of work. Doing the job from beginning to end.

• Task Significance ‑ How do I contribute to the entire department? Giving a significant contribution, through the eyes of the employee.

Key Job Characteristics (cont.)

• Autonomy ‑ The job provides substantial freedom, independence, and self-discretion in deciding the work schedule, in being involved with the tasks of the department, to the extent that one feels personal responsibility.

• Feedback ‑ Clear and effective information on how well the employee performs their job. Communicate: "A Job Well Done!”

Maslow’s - Comparison of Work

• Achievement

• Recognition

• Responsibility

• Growth

• Supervision

• Interpersonal

• Company Policy & Adm

• Work Conditions

• Salary

Social

External & Internal Rewards

Ego

Basic, Safety, & Security

Herzberg’s Two Factor Theory

Dissatisfy Acceptable SatisfactionCompany Policy Achievement

Supervision Recognition

Salary Work Itself

WorkingConditions

Responsibility

Advancement

Model For Motivation

Communication

Define: The process by which information is exchanged by two or more people.

Variables of Communication

• Sender/Encoder ‑ Sender: The source from which the information comes. Encoder: Processes and translates thoughts and feelings into message.

• Message ‑ Represents the information being sent in verbal and/or nonverbal symbols.

• Channel ‑ The style of transmission, i.e. face to face, or telephone.

Variables of Communication (cont.)

• Receiver ‑ The one who receives the message, prior to decoding or interpreting it.

• Feedback ‑ Ensure you get the message across by asking the receiver his/her interpretation of it (one tends too often to assume, when one should also make sure).

• Perception ‑ The situation must be perceived similarly by the Sender and the Receiver in order for accurate communication to occur.

Barriers in Communication

Organization Individual

Structure of theOrganization

Conflicting assumptions

Specialization of taskFunctions

Semantics

Types of goals andObjectives

Emotions

Type of management Communication skills

Effective Communication

• Clarify your ideas

• Examine the purpose

• Consider the environment

• Consult with others

• Note any non-verbal communication

• The listener's point of view

• Do what you say -- say what you do!

End of Part I

• Continue with the second part, “Applications: Management and Marketing Concepts.”

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