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Essay / Research Paper Abstract
A 6 page paper discussing several management theories that can be found to be operational in health care, followed by a synthesis of how those theories can be used to bring about transformation in the health care industry. The paper discusses contingency theory, situational leadership, leader-member exchange and change theory as being useful in introducing competition to health care for transformational change in the industry. Bibliography lists 10 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KShlthCrMgmtTheo.rtf
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Unformatted sample text from the term paper:
After the Japanese "miracle" had come to be recognized within the US and Total Quality Management (TQM) had begun making fledgling appearances in US manufacturing, the "father of TQM" gave
us his famous "14 Points" delineated for the purpose of enabling the manufacturer to operate under the principles of TQM and the participatory management style that it requires. Several
of Demings (1986) 14 Points conclude with the statement, "substitute leadership" (p. 26). Until rather recently true leadership in health care often was
difficult to find. Rather, the industry and those involved in it tended to follow a chain of command structure that precluded shared responsibility and certainly prevented many patient-centered initiatives
from being either implemented or executed. This view has been changing for several years as all of health care continues to grow and
evolve, recognizing the need for changes in approach to many areas of practice. The purpose here is to review some of the most common applicable management theories. Situational Leadership
Paul Hersey and Ken Blanchards Situational Leadership model is a variation of contingency theory and does "not prescribe a single leadership style, but
identifies the three essential elements of task behavior, relationship behavior and ... level of maturity" (Monoky, 1998; p. 142) to result in four possible styles of communication and accomplishing tasks.
This model provides variation in task complexity and the relationships between workers and managers in each. An example of a high task - low relationship variation is that
which generally can be seen between low- or semi-skilled workers and production managers, or non-licensed health care workers such as orderlies or nurse assistants and their supervisors.
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