5: management Flashcards
Belbins team (x8)
- implementer
- coordinator
- evaluator
- finisher
- innovator
- resource investigator
- shaper
8 team worker
Tuckman stages of team formation
- form
- storm
- norming
- performing
(5. adjourning)
Handy ideal team
formal and performing goals
- organization
- common purpose
- defined task
- clear objective - members
- specific skills
- know roles - teamwork
-support
- complement
- committed - leadership
- take responsibility
groupthink
- overestimation of power
- closed mindedness
- pressure to uniformity
innovation (what do you need)
Anabile
- motivation
- expertise
- flexible thinking
- Rogers 5 factors
1. advantage
2. compatible to existing
3. visible
4. trialled
5. simple
input (ideas) –> process(group) –> output (innovation)
increase self awareness
- appraisals
- Myers briggs
- reflections
- action learning activities
Covey 7 habits for time management
- end in mind
- proactive
- first things first
- win-win
- sharpen the saw (time out)
- synergies
- seek to understand first
also time management matrix
- urgent Vs not urgent
- important Vs not important
difficult people
- difficult situations
- personality clash
- behaviour
Leadership vs management
leadership
1. establish direction
2. align people
3. motivate and inspire
manager –> max output for an organisation
1. plan
2. organise: manpower, money, materials machine
3. motivate
4. control
delegation
staff
1. have skills and resources
2. understand task
3. get feedback
also delegate task Vs objective
communication
- get attention
- establish need
- satisfy need
- visualise the future
- action
or
promise
picture
proof
push
formal, direction, method
negotiation
resolving situations when two parties have conflicting desires
- objective outcomes
- separate people from problem
- interest based
- invent options for mutual gain
influence
mobilise resource to modify behavior of others
- conformity
- compliance
- obedience
Convey:
circle of concern (big) + circle of influence (need to increase this circle)
power Vs authority
power: broader, ability to make choice or influence decision
authority: right to make decision
weber x3 authority
- traditional
- charismatic
- rational-legal
raven power x5:
- coercive
- reward
- legitimate
- expert
-referent (charisma)
conflict
difference of opinion
solve by:
1. negotiation
2. mediation
3. arbitration
organization
People, objective, structure
Structure:
1. division
2. structure
3. matrix
system thinking
thinking of the whole rather then then it component parts
open Vs closed
feedback
inter-organizational relationships
- joint ventures
- networks
- alliances
- interlocking directorates
- consortia (pooled resource)
dunbars number
max number of people in network
around 150
external influence
Politics
Economics
Sociology
Technology
Environment
Legal
Maslow’s hierarchy of need
physiology
safety
love and belonging
self esteem
self actualization
hezbergs two factor model
Motivations
- varied work
- responsibility
- recognition
Hygiene
- pay
- conditions
-security
McGregor X and Y
X
worker lazy
need to control worker
Y
worker good
need to empower worker
change management (will change happen)
Lewins force field
- Driving forces
- resistance forces
Formula for change
- Dissatisfaction with status quo
- first step
- vision for future > resistance
ADKAR
aware
desire
knowledge
ability
reinforcement
types of leaders x7
- authoritarian
- coaching (motivate staff)
- laisez fair
- pacesetter (lead by example)
- democratic
- servant (harmony)
- visionary (long term goals)
SWOT
strengthen
weaknesses
opportunities
threats
current situation
Mckinsey 7 s
PESTEL
stakeholder analysis
need for change
SWOT analysis
Developing a vision
Theory of constraints,
6 sigma,
Lean
drivers for change
Force-field analysis
Formula for change
implementation of change
Diffusion of innovation
PDSA
Staff (motivation theories, ADKAR)
performance management
Integrated + Strategic
target or Tasks
- KPI
- balanced scorecard (change org mission and strategy to a set of measures)
- performance measures sheet
- four-column matrix (link to overall organisation aim)
- benchmarking
SMART
stakeholder analysis
- identify stakeholders
- current position
- relative power
issues:
- hidden agenda
- limited access
- competing priorities
- ignorance
Policy evaluation (REAIM)
Reach
Efficacy
Adoption
implementation
maintenance
issues:
-defintion
- resources
- timeline
- sequencing
strategy implementation
all out attack (replace)
inside venture (internal rewards and innovation)
strategic alliances (joint ventures)
Strategic planning
- where are we now
- NA, benchmarking - where do we want to go to
- SMART, - how will we get there
- change management - know when there:
- KPI
policy theory frameworks
- policy triangle (actors, contact, process)
- kingdom steams
- punctuated equilibrium
- stability then rapid change
- policy image (problem and solution)
- policy venue (actors, institutions) - top-down and bottom-up implementation
moral hazard and adverse selection
consumer MH: over consume healthcare and cost made by someone else
provider MH: provided over provide healthcare as cost by someone else
adverse selection: purchaser aware of own risk and hide information
clinical governance
how healthcare organisations maintain high quality care by creating and environment which excellence in care flourishes
7 pillars
1. patient centered
2. clinical effectiveness
3. patient safety
4. governance and leadership
5. information management
6. training and education
7. performance and monitoring
accounting
financial:
- specialised reports to external bodies
managerial
- day to day
- guide decisions making.
budget setting
- historical.
- previous years budget, just - zero based
- start from 0 - activity based
- defined activity + info on how will vary if activity changes
payment in healthcare
- blocked budget
- capitation
- resource group
- fee for service
commissioning
purchase healthcare
principles
1. population needs
2. local gaps
3. equity
4. evidence based
5. partnership
6. value for money
