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
Last Presentation
KSNMT Fall Meeting
Creasers, IN
November 2002
Also presented at:
1999 SNM-TS Summer School,
Memphis
1999 SNM National meeting, Los
Angeles
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
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Which style of Management are you?
Are you an X?
Are you a Y?
Score the statements
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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
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"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
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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
Feedback
Output
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
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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
Employment
Attitude
Decisions
Promotion
Salary
Controls
Competition
Japanese Worker American Worker
Short Term
Life Time
Individual
Group
Top - Down
Bottom - Up
Fast
Slow
Merit
Seniority
R&R
Informal
Individual
Group
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
CEO
Staff
Staff
CEO
Which one is prevalent in your institution?
Continuous Quality Improvement
“Integrating leadership concepts, and practices into
the culture of an organization to facilitate improvement
in services to customers and increased satisfaction in
daily work life.”
John Marshall, RT(R), CNMT
Management by Results
or “the way it is”
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Short Term Thinking
Misguided Focus
Internal Conflict
Fudging the Figures
Greater Fear
Blindness to Customer Concern
CQI Leadership
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Customer-focused
Obsession with Quality
Teamwork
Looking for Faults in the System
Continual Education and Training
Customer Driven
Owner
Supplier
Input
Action Output Customer Outcome
Where’s the focus?
The Key to CQI
Customers
Workers
MGT
Board
Leadership
Defined - Involves influencing a person or group
towards the accomplishments of goals and
objectives
Another Quiz - Leadership
Are you more?
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–B
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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
Leadership
Planning
Organizing
Controlling
Management
People
Money
Information
Time
Strategic Plan
Objectives of
the Hospital
Other Key Points In Leading
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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
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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
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Achievement
Recognition
Responsibility
Growth
Supervision
Interpersonal
Company Policy & Adm
Work Conditions
Salary
External & Internal Rewards
Ego
Social
Basic, Safety, & Security
Herzberg’s Two Factor Theory
Dissatisfy
Acceptable
Satisfaction
Company Policy
Achievement
Supervision
Recognition
Salary
Work Itself
Working
Conditions
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 the
Organization
 Conflicting assumptions
 Specialization of task
Functions
 Semantics
 Types of goals and
Objectives
 Emotions
 Type of management
 Communication skills
Effective Communication
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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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