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Concepts of Healthcare Management > Introduction to Organizational Behavior > Flashcards

Introduction to Organizational Behavior Flashcards

1
Q

extraversion

A
  1. Act first, think/reflect later
  2. Enjoy people
  3. Open and energized by outside world
  4. Feel deprived when cut from outside world
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2
Q
  1. Individual/human behavior
  2. Organization
  3. Interface of the individual in the organization
A

What are the 3 areas of consideration when learning about organizational behavior?

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3
Q

organizational behavior

A

study of what people think, feel, and do in and around organizations

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4
Q

introversion

A
  1. Think/reflect then act
  2. Quiet time to recharge batteries
  3. Internal motivation
  4. One-on-one communications
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5
Q

sensing

A
  1. Live in the now
  2. Common sense, practical solutions
  3. Memory recall great for details
  4. Doesn’t like guessing
  5. Improvise from past experiences
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6
Q

intuition

A
  1. Live in the future
  2. Imagination, creative
  3. Comfortable with guessing, fuzzy data
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7
Q

thinking

A
  1. Search for facts, logic
  2. Notice tasks and work to be accomplished
  3. Objective, critical assessments
  4. Conflict okay
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8
Q

feeling

A
  1. Personal feelings impact decisions
  2. Sensitive to people’s needs
  3. Seeks consensus
  4. Unsettled by conflict
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9
Q

judging

A
  1. Details before action
  2. Stays ahead of deadlines
  3. Routines, standards, targets to manage life
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10
Q

perceiving

A
  1. Pan as you go
  2. Multitask (lots going on simultaneously)
  3. Works best under pressure
  4. Avoid commitments that prevent flexibility, freedom, and variety
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11
Q

leadership charactersitics

A
  1. Character
  2. Charisma
  3. Commitment
  4. Competence
  5. Courage
  6. Discernment
  7. Focus
  8. Generosity
  9. Initiative
  10. Listening
  11. Passion
  12. Positive Attitude
  13. Problem Solving
  14. Relationships
  15. Responsibility
  16. Security
  17. Self-Discipline
  18. Servanthood
  19. Teachability
  20. Vision
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12
Q

Tony Robbins

A
  • American motivational life coach who created a multifaceted business empire by preaching a gospel of self-improvement
  • Focuses on financial success and tailors his services specifically to entrepreneurs, business owners, and wealthy people
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13
Q

John Maxwell

A
  • American author, speaker, and pastor who has written many books focused on leadership
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14
Q

Stephen Covey

A
  • American educator, author, businessman, and keynote speaker
  • Wrote many books on leadership, his most popular being “The 7 Habits of Highly Effective People”
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15
Q

Spencer Johnson

A
  • American physician and author
  • Wrote the “One Minute Manager” with Ken Blanchard
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16
Q

Ken Blanchard

A
  • American author, speaker, and business consultant
  • Writes books on leadership that have influenced the day-to-day management and leadership of people and companies throughout the world
17
Q

Simon Sinek

A
  • American author and inspirational speaker
  • Is known for popularizing the concept of “Why” in his first Ted Talk in 2009
18
Q

Cy Wakeman

A
  • A drama researcher, international leadership speaker, and consultant
  • Founded Reality-Based Leadership in 2001
19
Q

Chester Elton

A
  • A leadership speaker who presents every year to more than 60 executive leadership groups and association audiences
  • Provides real solutions to leaders looking to manage change, drive innovation, and deal with anxiety and lead a multi-generational workforce
20
Q

Mark Sanborn

A
  • Author, professional speaker, and entrepreneur
  • Has written many books on leadership, including his most popular “The Fred Finder”
21
Q

Fawn Germer

A
  • Author and keynote speaker
  • Nominated 4 times for a Pulitzer Prize as an investigative reporter
22
Q

Robin Sharma

A
  • Canadian writer
  • Self-published “MegaLiving”, a book on stress management and spirituality
23
Q

Fredrick Taylor

A
  • American inventor and engineer who is know as the father of scientific management
  • Taylorism (his system of industrial management), greatly influenced the development of industrial engineering and production management
  • Suggested that production efficiency in a shop or factory could be greatly enhanced by close observation of individual workers and elimination of waste time and motion in their operation
24
Q

Harrington Emerson

A
  • American efficiency engineer and business theorist who founded the management consultancy firm Emerson Institute in NYC in 1900
  • Known for his pioneering contributions to scientific management
  • Distinguished his system for scientific management based on 3 characteristics
    1. Called it system “efficiency” rather than “scientific management”
    2. Opposed functional management
    3. Used a wage system
25
Q

Henri Fayol

A
  • French mining engineer, mining executive, author and director of mines who developed a general theory of business administration (Fayolism)
  • 6 Types of Organizational Activity
  • 5 Functions of Management
  • 14 Principles of Management
26
Q

Max Weber

A
  • German sociologist and political economist best known for thesis of the “Protestant ethic”
27
Q

Mary Parker Follet

A
  • American social worker, management consultant, philosopher, and pioneer in the fields of organizational theory and organizational behavior
  • Mother of Modern Management
  • Advocated for what she saw as the far more important human element, regarding people as the most valuable commodity present within any business
  • Actively wrote about and explored the role people had on effective management, and discussed the importance of learning to deal with and promote positive human relations
28
Q

Elton Mayo

A
  • Australian-born psychologist who became an early leader in the filed of industrial sociology in the U.S., emphasizing the dependence of productivity on small-group unity
29
Q

Kurt Lewin’s 3 Styles of Leadership

A
  1. Authoritarian
  2. Laissez-faire
  3. Democratic
30
Q

Kurt Lewin’s 3 Steps to Changing Behavior

A
  1. Unfreezing
  2. Going through the process of behavior change
  3. Freezing
31
Q

Chester Barnard’s 4 Functions of Executives

A
  1. Have policies and procedures in place
  2. Build relationships to gain services from people to be able to do the job
  3. Formulate goals and objectives
  4. Manage people
32
Q

Maslow’s Theory of Motivation/Needs

A
  1. Self-Actualization
  2. Esteem
  3. Love and Belonging
  4. Safety Needs
  5. Physiological Needs
33
Q

Theory X

A
  • Employee’s dislike work
  • Emphasis on continuous monitoring and supervision
  • Rewards and Punishments are used for motivating employees
  • Management believes employees work is based on their own self-interest
  • “We vs. They” relation between management and employees
34
Q

Theory Y

A
  • Employees are self-motivated, enjoys their work, and ready to take more responsibility
  • Believes that employees can work without supervision
  • Giving more responsibility, and empowering to make decisions are used for motivating employees
  • Collaborative and cordial relations between management and employess
35
Q

Douglas McGregor

A
  • Theory X
  • Theory Y
36
Q

W. Edward Deming

A
  • Had ideas about how managers should enact systems
  • Came up with if you have variations in ways you do things quality could suffer
  • the knowledge of psychology is important in working with people
37
Q

William Ouchi

A
  • Looked at work from the standpoint of Japanese Concept
  • CQI
  • Theory Z
38
Q

Theory Z

A

people want to get paid, but also want to like their job

Concepts of Healthcare Management (2 decks)

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