Exam #3 Flashcards
Leadership
A process through which an individual attempts to intentionally influence people to accomplish a goal
Trait theory
- 1930
- Leaders are born with certain qualities that are suitable for leadership roles
- traits and characteristics
Behavior theory
- 1940
- Leaders exhibit certain behaviors that make them good leaders (its not where they are, its what they do)
- Leadership styles
Skills theory
-1950
-Leaders develop certain skills that accounts for leadership effectiveness
-Katz core skills:
Technical skills
Conceptual skills
Human skills
Contingency theory
- 1960
- No single way of leading
- Contingent, it depends
- Depends on the leader, followers, and situation
Servant leadership
- Being a servant first and a leader second
- To make sure that other people’s highest priority needs are being served
Collaborative leadership
- Used to form alliances, partnerships, and other forms of inter-organizational relationships
- Leads people from other organizations to a common purpose
Transformational leadership
- Leaders strive to inspire and empower others
- Appeal to the greater good for everyone
- Challenge the norm
- Revitalize the organization with change
Transactional leadership
- Leader transacts a deal with the followers based on exchange
- Followers provide work
- Leaders pays and rewards follower
Theory X
- Dislikes work
- Are lazy and stupid
- Motivated extrinsically
- Lack self-discipline and must be directed
- Want security
- Don’t want responsibility
Theory Y
- Like meaningful work
- Are creative and capable
- Are motivated intrinsically
- Have self-control and can direct themselves
- Want to contribute and participate
- Want responsibility
How managers think
Authority- Bureaucratic, individual, and shared
Responsibility- Individual and group
Work relationships- Hierarchical, bureaucratic
Loyalty- To the organization
How Physicians think
Authority- Professional, individual
Responsibility- Individual
Work relationships- Peer, collegial
Loyalty- To patients, clients
Professional Bureaucracy
An organization in which authority is based on highly specialized education, training, and expertise of professional workers
Motivation theory
A single approach to motivate will not work for everyone or fit every person forever. It will change over time.
Content theories
(Internal)
- Maslow’s hierarchy of needs
- Alfred’s ERG
- McClelland’s learned needs
- Herzberg’s two factors
Maslow’s hierarchy of needs
- Workers try to satisfy lower needs before higher needs
- Needs may overlap
- Self-actualization
- Esteem and recognition
- Belonging and friendship
- Safety and security
- Physiological
Alderfer’s ERG
-Must pursue higher needs before lower needs
- Growth- Accomplishment of personal goals
- Relatedness- Family, friends, clubs, others
- Existence- Food, water, shelter, protection
McClelland’s learned needs
- People grow up learning and acquiring three needs:
- Achievement
- Affiliation
- Power
-Workers strive to fulfill these needs in different amounts
Herzberg’s two factors
- Satisfaction and Dissatisfaction
- Not opposite ends on scale
- Workers are motivated by things that increase satisfaction
Process theories
(External)
-Focuses on the context in which work is done and how people think and feel about work.
- Vroom’s expectancy
- Adam’s equity
- Locke’s goal setting
- Skinner’s reinforcement
Vroom’s Expectancy
- Based on work effort, performance, and outcomes
- Outcomes valued by workers
- Good out comes, more motivation
Adam’s equity
- Based on peoples desire to be treated fairly
- Based on workers inputs and outcomes
- Motivation is affected by fairness compared to other workers
Lock’s goal setting
- Goals motivate people
- Increase motivation when its:
- Specific
- Challenging and attainable
- The goal and how to attain
- Feedback on goal progress
Skinner’s reinforcement
- People are motivated by consequences (reinforcements)
- Rewards and punishments
- Motivated to earn rewards and not punishment
The importance and significance of change and change management in a HCO
- External environment is always changing and HCO’s must change to survive and thrive in their environment.
- Internal factors as one change leads to another (cascade effect)
- Radical, revolutionary and large scale
- Incremental, Evolutionary smaller change
- Unfreeze
- Clear out old ideas
- Explain why change is needed
- Motivate people to want to change
- Make people feel dissatisfying with current
- Alter how people think about the situation
- Help people see the better future
- Lead people to see change is better
- That change is possible
- Move/Change
- Establish new methods for change
- Reorganize work, jobs, tasks
- Exert energy and effort to overcome inertia
- Set control mechanisms to measure performance
- Refreeze
- Link new method to organization
- Reward and reinforce
- Make change new norm
- Usual daily routine
- Stabilize new way
- Inertia sets in
Third party payers
-Private, self, and public insures
Private insurer
Members make periodic payments of fixed amounts to a private or commercial insurer (Blue Cross, Aetna) and have unlimited access to healthcare services, regardless of costs
Self insurers
Typically large groups that act as an insurer
Public insurers
Government i.e. Medicare & Medicaid
