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FPH exam > 5C management and change > Flashcards

5C management and change Flashcards

1
Q

what is the difference between leadership and management

A

Leadership involves developing ideas, sharing goals and connecting with employees on an emotional level

Management involves taking responsibility for and controlling ourselves, or our colleagues, teams or organisations

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2
Q

What is motivation?

A

Measure of a persons drive to initiate and persist in a given behaviour

ability alone is not sufficient to get the best out of employees. Motivation is therefore a key role of managers

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3
Q

change management- Implementation of change: name 2 motivation theories

A
  • Maslows hierarchy of need
    -Hertzbergs 2 factor theory
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4
Q

Change management- Implementation of change theories: motivation theories- Maslows hierarchy of need,what does it state?

A

One of the most widely employed managerial theories
It states that
- inly unsatisfied needs drive human behaviour
- human needs are ordered according to their importance and complexity
- in the long run people are only motivated by their higher level needs once their lower level needs have been satisfied (pre-potency)
- the higher up a person is in the hierarchy, the more they express their individuality, humanity and psychological health
- at the higher levels of the hierarchy respect and recognition become much more powerful motivators than financial reward

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5
Q

Change management- Implementation of change theories: motivational theories- what are the levels of the pyramid in Maslows hierarchy of need (and give business examples)

A
  1. SELF ACTUALISATION
    (desire to become the most that one can be) eg promotions, opportunities for creativity and innovation
  2. ESTEEM
    (respect and recognition) ie feedback, appraisal, job title
  3. LOVE AND BELONGING (friendship, sense of connection) ie professional associations, social events, supportive manager
  4. SAFETY
    (health, absence of danger) ie company pension, substantive contract
  5. PHYSIOLOGICAL NEEDS (warmth, shelter) ie pay
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6
Q

Change management- Implementation of change theories: motivational theories- what are the pros and cons of Maslows hierarchy of need

A

ADVANTAGES
-identifies individuals who fail to progress beyond lower levels of the pyramid
- highlights how basic problems (ie office temperature) can inhibit motivation
- makes intuitive sense

DISADVANTAGES
- overly individualistic
- no allowance for altruism
-the concept of an order of needs is disputed (ie the need for shelter and a home dose not preclude someones need for love) (maslow did stress that not everyone will experience needs in the order of his hierarchy)

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7
Q

Change management- Implementation of change theories: motivational theories Hertzbergs 2 factor theory. What is it also known as, what does it say?

A
  • AKA the motivational hygiene theory
    -some workplace factors lead to job satisfaction and others cause dissatisfaction
  • factors are therefore divided into motivators which give positive satisfaction (ie varied work, responsibility, recognition) and hygiene factors (do not give positive satisfaction but whose absence causes dissatisfaction ie good pay, good working conditions)
  • mangers should aim to maximise both groups
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8
Q

Management style theory: McGregors x and Y theory

A
  • management theory
  • a classification of different managers attitudes to employees
  • proposes theory X and theory Y, they represent polar extremes of managers beliefs about what motivates their workers and this affects their management style
  • Many management approaches tent to have theory X as their implicit basis but mcGregor argues Theory Y may be more appropriate for running an organisation
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9
Q

Management style theory: McGregors x and Y theory- what is Theory X

A
  • manager believes that employees are inherently lazy and dislike work. That they avoid responsibility and seek direction
  • these leads to a management style using coercion and threats
  • manager uses motivational drivers that address physiology and safety
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10
Q

Management style theory: McGregors x and Y theory- what is Theory Y

A
  • manager assumes that the individuals and organisations goals are integrated
  • manager believes that work is natural and give the right conditions employees will accept a sense of responsibility
  • this leads to a management style with makes maximal use if employees capabilities and seeks commitment to objectives
  • they use motivational driers of self actualisation, esteem as well as safety and physiological needs
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11
Q

Change management- communicating a vision theories: leadership theories- name 5

A
  • participative theories
  • contingency theories
  • charismatic theories
  • instrumental theories
  • VMC model
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12
Q

Change management- communicating a vision theories: leadership theories- participative theories

A
  • these models (by Likert and others) argue that participative styles of leadership lead to increased job satisfaction and improved job performances ie management by walking about
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13
Q

Change management- communicating a vision theories: leadership theories- contingency theories

A
  • these theories argue the most successful leadership style depends on the context
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14
Q

Change management- communicating a vision theories: leadership theories- instrumental theories

A
  • these theories contend that a leaders behaviour patterns (eg participation or delegation) affect the performance of others
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15
Q

Change management- communicating a vision theories: leadership theories- charismatic theories

A
  • these theories includes inspirational and transformational leadership styles
  • by enthusing others the leader raises other peoples confidence in their vision and values
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16
Q

Change management- communicating a vision theories: leadership theories- VMC model

A
  • in the model leaders are seen as possessing the following qualities: vision, management and commitment
  • these 3 qualities are required in different proportions depending on the task at hand
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17
Q

change management: what is it?

A
  • approaches with the intent to ensure:
    1. change can be effected when required
    2. the outcomes are beneficial to the organization and its clients
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18
Q

what is incremental change?

A
  • modification, building on what has gone before
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19
Q

What is transformational change?

A
  • radical shifts, often starts by removing what has gone before
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20
Q

What is spontaneous change?

A
  • arising from interactions or reaction to an event
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21
Q

What is emergent change?

A

continuous adjustments

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22
Q

What is deliberate change?

A
  • planned, discrete changes
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23
Q

Change management- industrial improvement processes adopted by the NHS: what is continuous quality improvement (and what is it aka?)

A

aka total quality management

  • an industrial improvement strategy adopted by the NHS to manage change
  • organisational approach to change management based on the premise that:
    1. most workers are motivated to perform well
    2. Powerful insights into problems can be obtained by means of careful data collection and simple statistical analysis
  • all members of the organization participate in improving processes, products and the culture in which they work
24
Q

Change management- industrial improvement processes adopted by the NHS: what is Business Process Reengineering?

A
  • industrial improvement process adopted by the NHS to manage change
  • focuses on the analysis and design of business PROCESSES rather than narrowly defined functions
  • requires:
    1. multiskilled workers
    2. radical change led by senior management
25
Q

Change management- Drivers and resistors of change theories: Force field analysis

A
  • proposed by Lewin
  • the status quo will change in the driving forces are stronger than the resisting forces
  • therefore in order to implement change either the driving forces need to be strengthened or the resisting forces weakened (or both)
26
Q

Change management- Drivers and resistors of change theories: Force field analysis- give some driving force examples

A
  • cost pressures
  • government interventions
  • medical research
  • new innovations
  • end user demand
  • dissatisfaction
27
Q

Change management- Drivers and resistors of change theories: Force field analysis- give some resisting force examples

A
  • fear of change
  • lack of motivation
  • cost
  • lack of time
  • internal politics
  • poor leadership
  • lack of clear benefit
28
Q

Change management- Drivers and resistors of change theories: formula for change

A
  • Beckhard and Gleichers
  • proposes that 3 factors are needed for change to occur
    1 Dissatisfaction with the status quo
    2. Vision of future possibilities
    3. First step in the direction of the vision
  • the product of DVF must be greater than the resistance for change to occur
    (ie DxVxF >R = Change)
29
Q

Change management- implementation models: ADKAR

A

-this model focuses on the ‘people’ dimension of change
- it proposes that staff need to go through 5 sequential steps in order for a change to occur

1 AWARENESS of the need for change (involves ensuring staff know why change is being proposed)

  1. DESIRE to support change (motivation of staff by selling the benefits of change and addressing their concerns)

3 KNOWLEDGE of how to change (information and training about the change process)

  1. ABILITY to implement the change (provision of education and training about new tasks/systems)
  2. REINFORCEMENT to sustain change (encouraging and keeping change in place through communications, feedback and incentives)
30
Q

Change management - current situation/need for change theories: SWOT analysis (what is it?)

A
  • considers positive and negative factors, both internal and external
  • involves listing all the strengths, weaknesses, opportunities and threats facing the organisation or team
  • the analysis should primarily focus on the medium term
31
Q

Change management - current situation/need for change theories: SWOT analysis (what are the strengths (4) and weaknesses (5)?)

A

ADVANTAGES
- most widely used tool by UK businesses
- considered both internal and external factors
- simple, can be done quickly
- No/low cost

DISADVANTAGES
- can create lists of factors that are too long
- can create lists of factors that are too general
- can create lists of factors that are meaningless
- often not put into practice
- too focused on processes rather than outcomes

32
Q

Change management - current situation theories: McKinsey 7 S model - what are the 7 Ss and what does it do?

A
  • systematically identifies strengths and weakness across 7 areas
  • particularly useful for assessing internal factors that influence the performance of a team or organisation
  1. Shared values
  2. Systems
  3. Structures
  4. Staff
  5. Skills
  6. Style
  7. Strategy
33
Q

Change management - current situation theories: DEPESTELI analysis

A
  • framework for reviewing opportunities and threats in an organisations external environment

Demographic factors
Epidemiological patterns
Political factors
Economic influences
Sociological trends
Technological innovations
Ecological factors
Legislative requirements
Industry analysis

34
Q

Change management - need for change theories: Theory of constraints

A
  • every organisation has at least 1 constraint (ie factor limiting its achievement of greater success)
  • by identifying the constraint, organisations can focus on the area where change will be required to improve performance
35
Q

Change management - implementing change theories: PDSA cycles (what are they?)

A
  • developed by deming
  • approach to continuous improvement
  • widely used in health care
  • many small PDSA cycles can lead to widespread improvement
36
Q

Change management - implementing change theories: PDSA cycles (what are the strengths (4) and weaknesses (4)?)

A

STRENGTHS
- continuous improvement
- can be used by everyone to institute small scale improvements
- simple
- can make small scale changes and see effects

WEAKNESSES
- multiple cycles can be time consuming and often only 1 cycle is completed
- no clear endpoint
- requires valid data collection which requires some degree of expertise
- may not be appropriate for complex issues

37
Q

Change management theories summary: Name 3 models that consider an organisations current situation

A
  • SWOT analysis (external and internal factors)
  • DEPESTELI analysis (external factors)
  • McKinsey 7 S (internal factors)
38
Q

Change management theories summary: Name 2 models that consider the need for an organisation to change

A
  • SWOT analysis
  • theory of constraints
39
Q

Change management theories summary: Name 2 models that consider the drivers and resistors of change in an organsaitions

A
  • force field analysis
  • Formula for change
40
Q

Change management theories summary: Name 3 theories that concern communicating a vision in an organsiation

A

Leadership theories such as:
-VMC model
- participative theories
- contingency theories

41
Q

Change management theories summary: Name 5 models that consider how to implement change in an organisation

A
  • diffusion of innovation
  • PDSA cycles
  • motivational theories such as Maslows hierachy of need and Hertzberg two factos theory
  • ADKAR model
42
Q

Change management theories summary: Name 1 theory that can help with monitoring and evaluation

A
  • donaebedians framework
43
Q

Change management theories summary: Name2 industrial improvement models that have been adopted by the NHS

A
  • total quality management (aka continuous quality improvement)
    -Business process reengineering
44
Q

Performance management: what does it do?

A
  • ensures the aims of the organisation, department or individual member of staff are being achieved effectively and efficiently
45
Q

Performance management: what 2 key things should performance management be?

A
  1. Integrated (ie the organisation goals are reflected in HR policy and in the goals that individuals are set)
    2 strategic (ie should address broad long term issues and goals)
46
Q

Performance management: what are the 5 key steps in performance management

A

1 IDENTIFYING AREAS OF BEST PRACTICE
what works well within an organisation (and should be built upon) and what works well outside the organisation (and should be copied)

2 GOAL SETTING
managers define their expectations and set strategic goals at the organisational, departmental and individual levels

3 AGREEMENT OF A DEVELOPMENT PLAN
plans are agreed between managers, teams or individuals

  1. CONTINUOUS MONITORING AND IMPROVEMENT
    - contemporaneous feedback and formal reviews are undertaken
  2. STRATEGIC FACTORS
    Organisation, team and individual activities are liked to the overall organisational strategy
47
Q

performance management: What are tasks, targets and performance standards?

A
  • performance management involves turing the goals of a organization into a set of objectives
  • these may be expressed as targets, tasks or performance standards

TARGET ie to achieve financial balance by financial year end

TASK to be completed by a certain date ( ie report submission by 1 jan)

PERFORMANCE STANDARD - ongoing targets ( ie 98% of patients in A+E to be seen within 4 hours)

48
Q

performance management: what should all objectives be?

A

SMART

Specific
Measurable
Achievable
Realistic
timed

49
Q

performance management: methods for assisting target setting- key performance indicators

A
  • specific targets used by organisations to measure progress towards organisational goals, to assess performance against a national benchmark or to make comparisons with other organisations
    ie readmission rates, risk adjusted hospital length of stay
50
Q

performance management: methods for assisting target setting- balanced scorecard

A
  • a framework for translating an organisations mission and strategy into a set of performance measures covering different perspectives
  • ie in a health organization this may include clinical outcomes, patient views, financial performance
51
Q

performance management: methods for assisting target setting performance measures sheets

A
  • this approach is used to ensure any performance measures used are still relevant
  • the process involves checking
    1. the purpose of the measure
    2. how it relates to the organization objectives
    3. how it is calculated
    4. The source of data used in the calculation
    5 what actions are taken based on the results
52
Q

performance management: methods for assisting target setting- four column matrix

A
  • this approach helps teams to link their projects to an organisations aims
  • 4 aspects are reviews
    1 establish project aims
    2. establish project measures
    3. how the project links to the organization wider aims
    4. how the performance measures are linked to the organisations performance measures
53
Q

performance management: methods for assisting target settings: benchmarking

A
  • this approach explicitly compares organisations in the same metrics to each other
  • analogous approaches are league tables and rankings
54
Q

performance management: methods for assisting target setting- name 5

A
  • key performance indicators
  • balanced score card
  • performance measure sheets
  • four column matrix
  • benchmarking
55
Q

performance management: Strengths and weaknesses

A

STRENGTHS
- can emphasis personal development leading to it being well regarded
- cyclical rather than an isolated event
- requires engagement of all employees particualry line managers

WEAKNESSES
- if engagement of staff is not achieved it will be weak
- can involve a lot of bureaucracy which can be time consuming

56
Q

performance management: what does implementation require (5)

A
  • training of managers and employees
  • clarification of the definition of ‘performance’
  • understanding the organization performance culture
  • stressing the personal benefits to employees
  • remembering performance management is a tool for managers whose success depends on their ability to use it succesfully

FPH exam (29 decks)

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