The scientific management theory is a management approach that seeks to improve the efficiency of the organization. The theory was developed by engineer Frederick W. Taylor who focused on employing engineering, scientific and mathematical analysis in trying to complete tasks that organizations seek to accomplish. This process aims at increasing the productivity levels in the organization and ensuring that the items sold by that particular organization are of high quality (Shafritz, et al., 2015). This objective can be achieved if efforts are directed towards the reduction of wastages. From the preceding, therefore, this theory aims at satisfying the needs of the employers and employees in equal terms.
The major concepts that make up Taylor’s theory and which managers need to take into consideration include recruiting and training employees based on scientific methodologies and carrying out data collection, analyzing it and formulating mathematical laws from them. Thirdly, it is imperative that nurse managers be on the forefront in ensuring that any work at the healthcare facility is equally shared amongst the nurses after a well thought out planning process (Aitken, 2014). Lastly, Taylor posits that it is essential for nurse administrators to ensure that the techniques they develop are utilized in the production process by the staff members.
Some examples of inefficiencies that may happen in the healthcare system are for instance inadequate delegation. In most cases, nurse administrators usually perform the majority of the functions in the hospital whereas they could just delegate some of them to the nurses. As such, efficiency levels are compromised in the process. Secondly, inadequate training and orientation of nurses after being hired by a particular nursing organization in most cases lead to undesirable patient outcomes due to errors and near misses. These errors are examples of inefficiencies. Finally, by the hospital management understaffing a floor with a high acuity rate, it has proven to lead to elevated levels of overtime to care providers which result in high levels of dissatisfaction.
An example of participative decision making that exists at our workplace is through encouraging care providers to work with the management of the hospital (Pettigrew, 2014). Such a move is aimed at assisting nurses to take part in the decision-making process which is essential for coming up with an all inclusive plan of care. Additionally, by nurses getting involved in the decision-making process, it makes them feel appreciated thereby increasing their satisfaction levels.
References
Aitken, H. G. (2014). Scientific Management in Action: Taylorism at Watertown Arsenal, 1908-1915. Princeton University Press.
Pettigrew, A. M. (2014). The politics of organizational decision-making. Routledge.
Shafritz, J., Ott, J., & Jang, Y. (2015). Classics of organization theory. Cengage Learning.
