Case in Point: Slashing ER Waiting Times

Case in Point: Slashing ER Waiting Times

            The first prototypical management style impoverished management is characterized by a low concern for people and a low concern for production.

             The second prototypical management style country club management is characterized by high concern for people and low concern for production.

            The third prototypical management style authority compliance is characterized by high concern for production and low concern for people.

             The fourth prototypical management style team management is characterized by high concern for both production and people.

Likert’s System IV

            . Likert believes that these four system types can be clearly differentiated in terms of motivational factors, communication, decision-making, goal-setting, control, influence structure, and performance:

• Likert’s System I called the exploitive authoritative organization is characterized by motivation through threats and fear, downward and inaccurate communication, top-  level decision-making, the giving of orders, and top-level control.

• Likert’s System II is called the benevolent authoritative organization. This organizational type is characterized by motivation through economic and ego rewards, limited communication, decision-making at the top, goal-setting through orders and comments, and top-level control

• System III—the consultative organization—differs markedly from Systems I and II. In this organizational type, decisions are still made at the top and control still rests primarily at the upper levels of the hierarchy. However, before decisions are made, employees are consulted and their views are taken into consideration. Goals are set after discussion, and there is a high level of communication moving both up and down the hierarchy..

• System IV aparticipative organization—provides a sharp contrast to the other system types. In a System IV organization, decision-making is performed by every organizational member, and goals are set by complete work groups.

COMMUNICATION IN HUMAN RELATIONS AND HUMAN RESOURCES ORGANIZATIONS

Content of Communication

            This is innovation communication, which is interaction about how the job can be done better, new products the organization could produce, different ways of structuring the organization, and so on. Because the human resources approach to organizing places a premium on input from employees, the innovation content of communication is critical.

Direction of Communication Flow

            In a human resources organization, the goal is to encourage the flow of ideas from all locations throughout the organization. Thus, in the simplest sense, communication in this organizational approach will include all directional flows—downward, upward, horizontal, and diagonal. More specifically, this multidirectional communication flow often takes place in team-based settings in human resources organizations.

Channel of Communication

            This channel of interaction allows for more immediate feedback and more consideration of nonverbal cues. Thus, face-to-face communication is more appropriate for addressing the human needs emphasized in the human relations approach

Style of Communication

            On the needs side of the equation, an informal style is most likely to satisfy needs for affiliation. On the organizational effectiveness side, an informal style will also probably serve better than a formal one because employees will probably feel more comfortable contributing in a relatively informal manner.

HUMAN RELATIONS AND HUMAN RESOURCES ORGANIZATIONS TODAY

Human relations theories were proposed as a reaction to classical management systems and to evidence that meeting human needs is a critical aspect of organizational performance.

The “What” of Human Resources Programs

These programs all emphasize team management and the importance of employee involvement in ensuring product or service quality and organizational productivity.

The“How”of Human Resources Programs

it highlights some of the issues that should be taken into account when instituting the major change required by most human resources programs.

• Know when team-based management is appropriate

• Consider the attitudes of top management

• Deal with cynicism about change

• Facilitate the translation process: