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“Unequal Access: The Truth About Healthcare Disparities in America”

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Previous research shows people of color consistently receive lower-quality healthcare treatment. Systematic inequalities contribute to disparities in healthcare treatments and outcomes. These challenges are prominent in underserved and marginalized communities. When vulnerable communities are faced with healthcare inequities, their health risk increases significantly.

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Although healthcare is meant to serve everyone equally, African American and Hispanic/Latino populations often receive lower-quality care and face significant barriers to access. These disparities are consistently supported by national data and reveal critical gaps in the healthcare system’s ability to serve marginalized groups. Confronting and addressing these inequities is vital for ensuring that healthcare policy and practice uphold principles of fairness, justice, and accountability.

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Marginalized groups continue to face heightened health risks and poorer outcomes, underscoring the urgent need for comprehensive reforms that address both the structural and social determinants of health.

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“This research will explore the impact of inequitable healthcare treatment on African American and Hispanic/Latino populations, with a focus on analyzing existing health policies, identifying structural gaps, and proposing policy-based solutions to address systemic disparities.”

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"What impact does implicit bias among healthcare providers have on the quality of care received by African American and Hispanic/Latino patients?"

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This study is significant because it has the potential to inform meaningful change by highlighting the urgent need for equity in healthcare. By bringing attention to disparities in treatment, the research aims to promote greater awareness and contribute to efforts toward ensuring that all individuals receive fair and just healthcare.”

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John Rawls’ Theory of Justice emphasizes the principle of fairness and the moral imperative that all individuals should be treated equally. Applying this framework to healthcare, Rawls’ theory supports the notion that equitable access to medical treatment is a fundamental component of a just society.”

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Douglas McGregor was one of the 3 Theorists who believed that organization management should take into account the feelings of the people. He implemented the X and Y theories, which explains two contrasting views of workers. Theory X assumes people dislike work and need control, whereas Theory Y assumes people are self-motivated and thrive with responsibility. McGregor openly supported both systems by describing the closed dominance of Theory X but personally leaned more towards Theory Y which is an open/contemporary viewpoint as it emphasized the importance of motivation and adaptability within the organization.

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Demonstrating the critical role of social and psychological factors like feeling valued and group dynamics in influencing worker productivity and morale, shifting management focus from only physical conditions to human relations.

The study embraces a more contemporary (open systems) perspective, focusing more on human and social aspects

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- best known for his work on organizational structure and management principles

- His most famous contribution POSDCORB:

Planning

Organizing

Staffing

Directing

Coordinating

Reporting

Budgeting

- Classical framework

- Focused on internal structure, roles, and procedures

- Does not consider outside external environment

James Mooney

- Focused on principles of organization

- Classical Framework

- Emphasizes structure, hierarchy, authority

- work like a machine

-follow chain of command

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Max Weber and Bureaucracy

Max Weber was a German sociologist and educator who developed a model of bureaucracy. In his book Economy and Society (1922, translated to English in 1978), Weber described bureaucracies as highly structured organizations with centralized authority and clear hierarchical roles.

Key features of Weberian bureaucracy:

1. Hierarchical structure: Authority is clearly defined and flows from the top down.

2. Impersonal rules: Decisions and communications are formalized and not based on personal relationships.

3. Written documentation: All actions and decisions are recorded to maintain accountability.

4. Technical expertise and training: Positions are filled based on skill and merit, not personal connections.

5. Division of labor: Responsibilities are allocated according to competence to maximize efficiency.

6. Merit-based appointments: Promotions and hiring are based on qualifications rather than favoritism.

In closing, Mr. Weber viewed bureaucracy as a machine-like system designed for efficiency, where hierarchy, rules, and expertise combine to ensure predictable and effective organizational output. His ideas influenced both corporate and governmental structures.

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Max Weber was known as the father of Bureaucracy for his innovative systems of establishing organizational order. He platforms use of hiring based upon skills and not favoritism/nepotism. He further ushered in a new era of administration where authority resides with a position, not a particular person. Along with this came the rules in which all were within an organization is governed by those said rules and regulations.

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In " The Giving of Order", Mary Parker Follett found that authority must be exercised in an impersonal fashion if a leader is to avoid being perceived as overly authoritative. Mary Follett stressed the importance of being an effective leader and classified an effective leader as one who is able to unify individuals, resolve conflicts, demand performance, and delegate authority without dehumanizing individuals. Since Follett wrote this thought in the height of the classical management movement, she injected humanistic considerations into classical principles.

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Abraham Maslow was a social scientist who is responsible for developing the human hierarchy of needs and motives, believing that human needs are separated into categories divided by “importance”. His beliefs find that people are motivated in levels, starting with basic needs like food and safety, then moving up to their belonging, esteem, and finally self-actualization. His contribution helped shape the current discussions of organizational mission and culture, worker empowerment, & participative forms of management. His ideas influenced McGregor’s X and Y Theories, which shaped how managers think about their employees. Instead of assuming employees only care about money or security, managers began to recognize that people also want respect, recognition, responsibility, and growth. This was a big shift from viewing workers as people who just need to be controlled (Theory X) to seeing them as individuals with real motivations and potential (Theory Y).

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Follett wanted leaders to collaborate. Willing to receive feedback on how organizations are working. If they are successfully operating or if they are failing. When speaking of being collaborative, "power with" instead of power over. Find solutions that satisfy both parties and that enable you to become a transformative leader. This is a form of utilitarian ethics theory that ensures actions are taken for the greater good of all people.

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Chelsea Johnson

09/10/25

Frederick Taylor is known as the “Father of Scientific Management” because of his major contributions to administrative and organizational thought. His work laid much of the foundation for what became the classical school of management. His major contribution was the development of scientific management, which emphasized efficiency, standardization, and managerial control. He embraced classical closed-system views, treating organizations as machines to be optimized, rather than adopting open-system perspectives that recognize environmental and social influences.

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Paul Lawrence and Jay Lorsch are best known for their work Organization and Environment (1967), which became a cornerstone in contingency theory of organizations. They argued that organizational effectiveness is not achieved through a universal structure but rather depends on how well the design aligns with the demands of the external environment.

They viewed organizations as open systems, meaning they are constantly interacting with and shaped by their environments. Their work demonstrated that survival and effectiveness depend on an organization’s ability to adjust to external uncertainty and complexity (Scott & Davis, 2016).

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Barnard:

insights on management started as the President of NJ Bell Telephone Company

stressed the importance of monetary and nonmonetary work incentives to secure greater work performance

Classical theory - assumes worker cooperation is a function of money and negative reinforcement (i.e. wage reductions, punishment)

notes that workers are motivated by their complex needs addressed by fostering cooperation and loyalty to the organization and goals

Simon:

bounded rationality - people's limits on thinking make it impossible to consider decision-making alternatives and information that goes with it

decision-makers are limited to a few courses of action and choose the one that is most satisfactory

believes that classical management principles that are widely accepted are just "proverbs" and not grounded in research

changes in management must be tested by experimental control to clearly see the effects and make adequate changes

fact-value dichotomy - management science inquiry be concerned with only the facts

affords scholars and practitioners an enhanced understanding of PA's most productive and efficient practices that replaces "proverbs" with tested and experimented truth

"Tried-and-true" motive towards Public Administration