Leadership and Management

Leadership and Management

The scientific management theory was proposed by Frederick Taylor and was aimed at ensuring efficiency at the workplace. The principles proposed by Taylor include using efficient methods to perform tasks, assigning tasks based on capability, training workers, performance monitoring and supervision, and effectively allocating work among employees and managers. In my workplace, the procedure of oxygen administration is inefficient. Before undertaking this procedure, nurses are expected to go through all the documentation with another nurse. The nursing supervisor also has to verify the papers and give approval. This takes a long period, which could lead to the deterioration of the patients’ condition especially if they urgently need care (Duffield, Gardner & Catling‐Paull, 2008). Another inefficient routine is the admission of patients. Routine admission tests are performed on the patients regardless of whether the patient had undergone the same tests recently. In most cases, therefore, these tests are redundant and unnecessary.

The scientific management theory supports formal organizational structures where managers have unchallenged authority in order to achieve organizational control, productivity and internal efficiency. However, exercising too much authority by managers, for instance, making sure that they approve every procedure such as oxygen administration can lead to inefficiency. Moreover, designation of specific procedures for every task such as mandatory tests and strict supervision of nurses causes inefficiency, unnecessary costs to the hospital and reduced job satisfaction (Campbell, Fowles & Weber, 2004). Participative decision-making occurs in the workplace when setting the procedures and policies for patient care. The nurses give their views on the best ways to deliver patient care and take part in making decisions that affect the scope and nature of their practice (Weston, 2010). Involving nurses in decision-making is important because nurses are directly involved in the patients’ clinical care. Such involvement motivates nurses and thus encourages them to commit to better organizational outcomes.



Duffield, C., Gardner, G., & Catling‐Paull, C. (2008). Nursing work and the use of nursing time. Journal of Clinical Nursing, 17(24), 3269-3274.

Campbell, S. L., Fowles, E. R., & Weber, B. J. (2004). Organizational structure and job satisfaction in public health nursing. Public Health Nursing, 21(6), 564-571.

Weston, M. J. (2010). Strategies for enhancing autonomy and control over nursing practice. The Online Journal of Issues in Nursing, 15(1), 13-19.


Use the order calculator below and get started! Contact our live support team for any assistance or inquiry.