Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

HLSC 152 > Exam #3 > Flashcards

Exam #3 Flashcards

1
Q

Leadership

A

A process through which an individual attempts to intentionally influence people to accomplish a goal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Trait theory

A
  • 1930
  • Leaders are born with certain qualities that are suitable for leadership roles
  • traits and characteristics
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Behavior theory

A
  • 1940
  • Leaders exhibit certain behaviors that make them good leaders (its not where they are, its what they do)
  • Leadership styles
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Skills theory

A

-1950
-Leaders develop certain skills that accounts for leadership effectiveness
-Katz core skills:
Technical skills
Conceptual skills
Human skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Contingency theory

A
  • 1960
  • No single way of leading
  • Contingent, it depends
  • Depends on the leader, followers, and situation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Servant leadership

A
  • Being a servant first and a leader second

- To make sure that other people’s highest priority needs are being served

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Collaborative leadership

A
  • Used to form alliances, partnerships, and other forms of inter-organizational relationships
  • Leads people from other organizations to a common purpose
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Transformational leadership

A
  • Leaders strive to inspire and empower others
  • Appeal to the greater good for everyone
  • Challenge the norm
  • Revitalize the organization with change
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Transactional leadership

A
  • Leader transacts a deal with the followers based on exchange
  • Followers provide work
  • Leaders pays and rewards follower
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Theory X

A
  • Dislikes work
  • Are lazy and stupid
  • Motivated extrinsically
  • Lack self-discipline and must be directed
  • Want security
  • Don’t want responsibility
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Theory Y

A
  • 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 well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

How managers think

A

Authority- Bureaucratic, individual, and shared
Responsibility- Individual and group
Work relationships- Hierarchical, bureaucratic
Loyalty- To the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

How Physicians think

A

Authority- Professional, individual
Responsibility- Individual
Work relationships- Peer, collegial
Loyalty- To patients, clients

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Professional Bureaucracy

A

An organization in which authority is based on highly specialized education, training, and expertise of professional workers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Motivation theory

A

A single approach to motivate will not work for everyone or fit every person forever. It will change over time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Content theories

A

(Internal)

  • Maslow’s hierarchy of needs
  • Alfred’s ERG
  • McClelland’s learned needs
  • Herzberg’s two factors
17
Q

Maslow’s hierarchy of needs

A
  • Workers try to satisfy lower needs before higher needs
  • Needs may overlap
  • Self-actualization
  • Esteem and recognition
  • Belonging and friendship
  • Safety and security
  • Physiological
18
Q

Alderfer’s ERG

A

-Must pursue higher needs before lower needs

  • Growth- Accomplishment of personal goals
  • Relatedness- Family, friends, clubs, others
  • Existence- Food, water, shelter, protection
19
Q

McClelland’s learned needs

A
  • People grow up learning and acquiring three needs:
  • Achievement
  • Affiliation
  • Power

-Workers strive to fulfill these needs in different amounts

20
Q

Herzberg’s two factors

A
  • Satisfaction and Dissatisfaction
  • Not opposite ends on scale
  • Workers are motivated by things that increase satisfaction
21
Q

Process theories

A

(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
22
Q

Vroom’s Expectancy

A
  • Based on work effort, performance, and outcomes
  • Outcomes valued by workers
  • Good out comes, more motivation
23
Q

Adam’s equity

A
  • Based on peoples desire to be treated fairly
  • Based on workers inputs and outcomes
  • Motivation is affected by fairness compared to other workers
24
Q

Lock’s goal setting

A
  • Goals motivate people
  • Increase motivation when its:
  • Specific
  • Challenging and attainable
  • The goal and how to attain
  • Feedback on goal progress
25
Q

Skinner’s reinforcement

A
  • People are motivated by consequences (reinforcements)
  • Rewards and punishments
  • Motivated to earn rewards and not punishment
26
Q

The importance and significance of change and change management in a HCO

A
  • 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
27
Q
  1. Unfreeze
A
  • 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
28
Q
  1. Move/Change
A
  • Establish new methods for change
  • Reorganize work, jobs, tasks
  • Exert energy and effort to overcome inertia
  • Set control mechanisms to measure performance
29
Q
  1. Refreeze
A
  • Link new method to organization
  • Reward and reinforce
  • Make change new norm
  • Usual daily routine
  • Stabilize new way
  • Inertia sets in
30
Q

Third party payers

A

-Private, self, and public insures

31
Q

Private insurer

A

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

32
Q

Self insurers

A

Typically large groups that act as an insurer

33
Q

Public insurers

A

Government i.e. Medicare & Medicaid

HLSC 152 (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions