Healthcare-Related People Contributions Over Time
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| Max Weber (1864-1920) | Proposed organizational structure: bureaucracy
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| Bureaucracy | Clear relationship hierarchy, rules & regs standardize behavior, hire trained specialists, eliminate subjective judgment/favoritism; plan based on position/task; generally outdated today- "rules w/o reasons"
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| Frederick Taylor (1856-1915) | "father" of scientific management; recognized unused potential; revolutionary ideas now commonly accepted; piece-rate incentive, one best way; time&motion studies
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| Frank & Lillian Gilbreth (early 1900s) | developed early ideas of ergonomics and work efficiency; "therbligs"-redundant motions; find single best way, innovative design studies for cardiac-limiting conditions
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| Henry Gantt (1861-1919) | Worked for Frederick Taylor; promoted favorable psych work conditions; Gantt chart, his work fed into PERT and critical path method;Task and Bonus Plan
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| PERT | program evaluation and review technique
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| Henry Fayol (1841-1925) | Key mgmt functions, 14 principles org. design&admin. Planning,Organizing,Leading, Controlling; scalar chain/chain of command; Esprit de corps
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| Chester Barnard (1886-1961) | Top Executives role; wrote Functions of the Executive(1938); objectives & essential svcs, authority&incentives, principles of communication
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| Mary Parker Follett (1868-1933) | Contrasted to Frederick Taylor "mechanistic" view; championed relationships in organizations, systems view of business, role of empowered employees, workgroups, teamwork, creative group effort
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| Hawthorne Studies - Elton Mayo,others, Harvard U. (between 1927-1932) | Western Electric Hawthorne Works, Chicago-studies explored fatigue and monotony effect on productivity; breaks, variable work hours, temp/lighting -human factors matter; Hawthorne Effect; Social factors
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| Abraham Maslow (1908-1970) | Maslow's Hierarchy of Needs - lower-order needs met before higher-order needs serve as motivators
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| Douglas McGregor (1906-1964) | Theory X and Y - X dislike work, need 2B managed; Y natural workers, potential to be responsible, creative
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| Peter Drucker (1909-2005) | Mgmt guru, father of modern mgmt; revolutionized role of strategy - everyone's job; mission, strategy, goals, performance all related. workers are assets; MBO; customer-centered; interpersonal community.
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| MBO - Management by Objectives | Peter Drucker - clear target objectives can be stated and measured and can detect behavior
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| W. Edwards Deming (1900-1993) | Focus on quality, increase competitive position; 14 principles, 1940s, rejected in U.S., adopted by Japanese post WWII
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| Scientific management (1880-1920) | Emerged late 19/early 20 century; appy scientific principles to business process; Project Mgmt; Time & Motion (Weber, Taylor, Gilbreth, Gantt)
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| Administrative management (1920s) | compensating for SciMgmt exclusion of senior mgmt; admin mgmt was profession to be learned; conflict resolution, power sharing, incentives (Fayol, Barnard, Follett)
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| Humanistic management (1924) | Equity of power, shift in management from Admin focus (Hawthorne Studies; Mayo, Roethlesberger)
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| Human Resources Management | psychology enters; theories of motivation (Maslow, McGregor)
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| Operations Management (1941-present) | post WWII, stats/quantitative methods for manufacturing, forecasting, break-even analysis, routing/supply chain,scheduling/queuing, logistics - emphasis on statistical control; data mining
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| Contemporary Management | MBO, TQM, emphasis on excellence (Drucker, Deming)
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| TQM - Total Quality Management | Improve MBO limits, -0- quotas; 85/15 rule -85% problems faulty systems, not staff; Deming 14 principles; manager proactive acts= > performance
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| BPR Business Process Reengineering | radical redesign of business process to reduce costs, streamline, improve service quality; Hammer & Champy book (1993)
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| Peters and Waterman book, In Search of Excellence (1982) | eight characteristics, popular but short-lived results; fall from excellence takeaways
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