MHA 702 Test 3 Questions and
Answers Graded A+
In healthcare organizationsThe nature of a specific department or the personal style of senior
managers usually sets the tone for the entire department or organization.
Management styles affects employee relationsTrue
In healthcareEmployees and ...
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MHA 702 Test 3 Questions and
Answers Graded A+
In healthcare organizations✔✔The nature of a specific department or the personal style of senior
managers usually sets the tone for the entire department or organization.
In healthcare✔✔Employees and providers are more likely motivated by compassion and service
than by economic considerations
Management philosophies of Employee Relations✔✔Authoritarian
Legalistic
Humanistic
Management experts✔✔Hesitate to use the philosophy terms too freely because the eras they
represent overlap significantly, and all coexist in varying degrees among contemporary
organizations.
Authoritarian schools of employee relations arose first✔✔True, although pure authoritarianism
is infrequently found in American business and is steadily declining.
Authoritarian Management✔✔The beginning of organized enterprise including master-slave
relationships
Minimizes the importance of people
Was the generally accepted form for centuries
A boss gives orders and expects them be carried out
Fundamental motivating force is fear
,Assumes people have to be pushed and constantly told what to do in order to obtain the most
output
The only option followers have is to do as they are told or leave
The approach steadily diminished during the 1900s
Exploitative Autocrat Authoritarian✔✔Cruel leaders who exploit followers for personal gain
"Atilla the Hun School of Management"
Benevolent Autocrat Authoritarian✔✔Look after, care for, and protect their followers as long as
they do exactly as they are told
"Father Knows Best School of Management"
Legalistic Management✔✔Has been shaped, defined, and bounded by legislation
Began in the 1930s with the passage of wage-and-hour laws & enactment of labor laws
Blossomed significantly with the Civil Rights Act of 1964
Managers now interact with employees with a strict regard for employee rights
Employee relations changed because managers want to stay out of trouble
Humanistic Management✔✔Holds the optimistic view that satisfied workers produce best
Growth has been influenced by still-expanding legislation of legalistic management and humane
treatment of employees, the other influence is the lasting effects of the human relations
movement in management
Fundamental difference between legalistic and humanistic management✔✔Legalistic behaves in
a particular manner because the law requires, and humanistic behaves in this manner because of
their belief that it is the right and proper thing to do
Residual Authoritarianism✔✔Still continues due to tradition, most managers were trained by
emulating their role models who were authoritarian and human behavior changes slowly
, Scientific Management "Taylor System"✔✔The goal is efficiency, defined largely by the
amount of time required to perform any given task.
Focused on process and production while ignoring people.
Less time to accomplish the same work equated to increased efficiency because more tasks could
be completed per unit of time.
Made contributions to American manufacturing through assembly lines and other repetitive work
processes
Production centered management
Pioneers of Scientific Management✔✔Frederick W. Taylor
Frank & Lillian Gilbreth
Henry L. Gantt
Frank Bunker
They were largely responsible for defining the discipline of industrial engineering
Authoritarinism in employee relations was aided, prolonged, and intensified by scientific
management✔✔True
Parallel Management Systems✔✔Job organization system
Cooperative motivation system
Developed in the early decades of the 1900s
Job organization system✔✔Repetitive work is dominant
Specific job descriptions are possible
Output & Input can be scheduled with accuracy
Speed of a process is maintained & predictable
Inefficiencies are minimal
Management is production centered
Tight controls are possible
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