Based on the scientific management theory, some routines in healthcare that are inefficient are the amount of patients seen by a provider in a day. Obviously, providers are meant to care for those that are sick but many times, patients are seen as “objects of money” rather that a person in need. Corporate persons are only looking at how much money a provider can bring in a single day. Not how they are helping the patient. According to our lecture, it states, “According to the foundation of this theory, humans are motivated by money, and there should be a separation between managers and the workers.” (GCU.2017). This states that money is the drive for how a healthcare system is run. Corporate tells the healthcare providers how to give medical care rather than what is good for the patient or not. This is very wrong and should be one of the major efforts of change in healthcare. Participative decision making exists somewhat in my workplace. Participative decision making theory states that employers encourage ideas or concerns from the employees and therefor can make changes needed according to employee ideas. We have a “change board” in our lounge that we are able to put anonymous concerns and ideas on. Things that we think are needed or can be changed can be put up here. Every month it is read in staff meeting and followed up with management. This is a great idea but rarely works. I have yet to see any changes from the board happen. I know management is busy but if they take the employees ideas and try to work with us then it will improve moral and possible patient outcomes.

Scientific management theory, developed by Frederick Taylor in the early 20th century, has been widely applied in various industries to increase efficiency and productivity. However, when it comes to the healthcare industry, particularly in the context of healthcare providers and patient care, the application of this theory has raised concerns about the quality of care provided.

One of the key aspects of scientific management theory is the focus on maximizing output and minimizing costs. In the context of healthcare, this often translates into providers seeing a large number of patients in a day, with the primary goal of generating revenue. Patients are sometimes viewed as mere sources of income, rather than individuals in need of care and support.

This mindset is problematic as it prioritizes financial gains over the well-being of patients. It fails to recognize the complex nature of healthcare and the importance of personalized care tailored to each patient’s unique needs. By treating patients as objects of money, healthcare providers may overlook crucial aspects of care, such as taking the time to listen to patient concerns, providing comprehensive and accurate diagnoses, and developing appropriate treatment plans.

Furthermore, the separation between managers and workers in the healthcare industry, as suggested by the scientific management theory, can further exacerbate this issue. When managers prioritize financial performance over patient care, they may provide directives to healthcare providers that prioritize revenue generation rather than patient well-being. This creates a top-down approach where decisions about patient care are made by individuals who may not have direct contact or understanding of patients’ needs and experiences.

To address these concerns, participative decision-making theory can be applied in the healthcare industry. This theory emphasizes the importance of involving employees at all levels in the decision-making process and valuing their ideas and concerns. By encouraging employees to share their thoughts and suggestions, organizations can tap into their knowledge and experience to identify areas for improvement and make necessary changes.

In my workplace, we have implemented a participative decision-making approach through the use of a “change board”. This board allows employees to anonymously share their concerns and ideas, which are then reviewed and discussed in staff meetings. While this approach demonstrates a commitment to involving employees in decision-making, it is important to evaluate its effectiveness in driving actual change.

The implementation of the change board is a positive step towards creating a more participative decision-making process. However, the lack of tangible changes resulting from the suggestions on the board raises questions about the extent to which management actually considers and acts upon employee ideas.

It is crucial for management to not only review the suggestions on the change board but also follow up with employees, discuss the feasibility of the ideas, and take steps to implement those that are deemed beneficial. By actively engaging with employees and working together to find solutions, management can enhance employee morale and potentially improve patient outcomes.

In conclusion, the application of scientific management theory in the healthcare industry can result in inefficient routines and a focus on financial gains over patient care. To address these issues, a participative decision-making approach can be implemented, which involves employees in decision-making processes and encourages their ideas and concerns. However, it is important for organizations to ensure that employee suggestions are not only collected but also acted upon to drive meaningful changes in patient care delivery.