Evolution and Research of Management Theories

The development of management today is significantly different from what it was a hundred years ago. A time ago healthcare was one dimensional. Minimal could be achieved to enhance the health of patients. People who got enough money received good care, those who had financial hardships and terminally ill got no-one to care for them visited hospitals. Throughout that time health care was based mostly on what the individual required. Both patients and providers were limited in their options of treatment delivery. For example, hospitals acquired little to no real patient support simply because these facilities funded by charitable donations or lack of understanding of professional treatment. (McConnell, 2003, p. 27) The management of health care all altered with enhancements in remedies, and the obvious dependence on training programs to prepare individuals about how to caution, diagnose and manage obligations of the staff and facilities. The largest example of this is one of our readings (Bellevue Clinic, 1915, p. 27 ) "Miss Louisa Lee Schyuler arranged a committee to go to the public hospital in 1872 and record upon their conditions to their state Board of Charites. For many months sixty of the very most intelligent women handed time in the wards of Bellevue, carefully considering its conditions and talking to the highest hospital authorities. As a result of their survey, it was made the decision that no permeant reform could be effected under the real system of nursing that existed. The ladies employed no prior experience in health care and many could neither read or write. Later in the year a sub- committee was prepared to propose an idea for a training college for nurses". Bellevue Clinic was primarily possessing a way for its organization to deal with the complex issues that were confronting them. In the current increasingly growing population, healthcare organizations are "multi-dimensional" so that it can provide the best possible health care, solve problems effectively, achieve superiority, and foster innovation.

Renis Likert developed two theories of management within an corporation; product-centered and people-centered He expressed a lot of his work by means of a "scale of Organizations" jogging from one extreme type to another (McConnell, 2003, p. 26).

Each of the styles of management has their benefits and drawbacks, and each one can be suitable for any given situation. Product-centered professionals have several characteristics that help to make sure things get done in a manner that is both proficient and promptly. These professionals usually create clear, easy-to-follow work schedules with specific requirements and deadlines. The pros of this leadership style are that this maintains high requirements with optimum efficiency (Huddleston, 2014). Case in point, employees who need structure and who have a problem with time management during work thrive under this kind of control because it's more prepared and is deadline driven. The negatives of product-centered management that it can lead to a lack of staff "autonomy and ingenuity, " that can bring about low morale in the office. When an employee must work under very stringent deadlines and extreme direction, it may bring the business development down. Self-motivated employees have a tendency to rebel in this type of environment. The lack of creativeness under excessively product-centered management can damage a company's products as well since it will dampen creativity. The cons will often outweigh the positives. A good example of Product-Centered environment is a large hospital housekeeping departments. For instance in the reading Health care: How could it be Different from Industry (McConnell, 2003, p. 27) "The housekeeping function of your hospital is highly procedural. There's a protocol approved for cleaning a room, and the same people do it again the same routine room after room, day after day".

A people-oriented management gravitates to be noticeably less refine per Likert's range. One of the considerable benefits of people-centered management is usually that the focus on worker relationships, employees feel that they change lives in the business. More effective attempts result from people who believe that they're a part of a company's success. People-oriented management comes with some challenges. Sometimes employees may believe that the obligations they're given can be overwhelming, and they may need more direction. Ineffective decisions may effect if the emphasis is on the supervisor and employee romantic relationships, as opposed to the critical business decisions that should be made. An example of this is in the reading Health care: How could it be Not the same as Industry (McConnell, 2003, p. 27) "the physician office or with patients of widely differing needs entering the system in a arbitrary order. Also, a Medical center environment, although we can make acceptable estimates based on experience it can be difficult to plan outputs. " (McConnell, 2003, p. 26)

Growing regulations, financial constraints, and mounting general public attention to health care costs have merged to make a Healthcare professionals' job more challenging and demanding, and it's really only getting tougher. Per Health care: How could it be different from Industry (McConnell, 2003, p. 32) certain makes have entered the healthcare system and are reshaping just how that supervisors do their jobs: Healthcare costs are "capped in a number of ways in an ongoing effort to prevent them from growing unchecked. " McConnell, C. R. (2003) Competition, once a minor factor in medical care, has become a life-style and sustained high-quality health care will demand despite constant pressure to contain or reduce costs. Healthcare is one of the countries most governed activities, which puts increased pressure on the managers to continually make an effort to produce more with less. Since healthcare tends towards Likert's cooperative desire system with its reliance on induvial employees to keep the work progressing, it means for the administrator must continue to encourage the employees to work under growing pressure while conserving scarce resources willingly.


Bellevue Clinic. (1915). Bellevue; a short history of Bellevue Hospital and working out schools. NY, NY: Alumnae Connection of Bellevue, Pension Fund Committee.

Huddleston, A. (2014, Sept 3). HEALTHCARE: How could it be Different from "Industry"? Retrieved from https://prezi. com

McConnell, C. R. (2003). HEALTHCARE: How is it Not the same as "Industry. " INSIDE THE effective healthcare supervisor (p. 26, 27, 32). Sudbury, MA: Jones and Bartlett Web publishers.

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