Week One: Discussion Question Two

Reflecting on the quote at the beginning of Chapter Two, Management “The worker is not the problem. The problem is at the top!-W. Edwards Deming; respond to the questions.
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· As a future healthcare leader, what does this quote mean to you?
· Explain your response, give examples from your own experience.
· From your experience, what did you learn as a take away for your own future leadership behaviors?
1. Responses should be of sufficient length (150 words) with proper grammar.
2. Cite two references (one may be your text) using APA format,
3. 150 word minimum.
4. Valued at 30 points.HCA 620

Health Organization Management

Welcome to the Week One lecture for HCA 620 Health Organization Management.


Week One

Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

This week we will start with Management. Click on the continue button to begin.


What is Management?

Management: The process of
getting things done through and with people

Management involves people . . .
lots of them!

Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

What comes to mind when you see the word management? Consider a manager you know. What does she do? What makes him a manager? Perhaps we have different ideas about what management means, what managers do, and who does management work.

This book defines 
management as “the process of getting things done through and with people”. Always remember that management involves people—usually lots of them! Managers can work at all levels of an organization.

People who perform management work (for much or all of their job) might have job titles such as manager, executive, administrator, supervisor, coordinator, or lead. However, people who only occasionally perform management work might also have job titles that imply they are managers.

To determine whether someone really is a manager, we should consider how much of the work described in this chapter that person does.


Taylor & Scientific Management

Designs jobs for efficiency and production
Work (including managers’ work) based on scientific analysis, not personal preference
Detailed instructions, methods, techniques, rules, training, time allowances for each job
Work, tools, postures, and workstations designed to maximize productivity and minimize injury
Now called ergonomics and human engineering

“Work smarter, not harder”.

Copyright © 2019 Foundation of the American College of Healthcare Executives. Not for sale.

Management began to develop as a body of knowledge more than a century ago with the 
scientific management work of Frederick W. Taylor. He told factory managers they could increase productivity and output not by finding bigger, stronger workers to shovel coal and lift iron but instead by designing the workers’ repetitive work for ease and efficiency. He analyzed factory workers’ physical motions, postures, steps, actions, task completion times, and production.

Based on the analysis, Taylor made changes that led to large improvements. For example, standing or sitting a certain way could help someone work with less strain on the body, similar to practicing good posture when working at a computer workstation today. Taylor also designed tools that enabled laborers to work with less effort yet accomplish more. (Does this remind you of the saying “Work smarter, not harder”?) Taylor developed detailed instructions, methods, rules, techniques, training, and time allowanc

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