Lecture Notes Flashcards
Internal domain
The areas of focus that managers need to address on a daily basis, such as ensuring the appropriate number and types of staff, financial performance, and quality care.
External domains
The influences, resources, and activities that exist outside the boundary of the organization, but affect the organization
6 functions of management
Planning Organizing Staffing Controlling Directing Decision making
Planning
Set direction and determine what needs to be accomplished. Set priorities
Organizing
Overall design of the organization: designating reporting relationships, determining positions, teamwork assignments and distribution of authority and responsibility
Staffing
Acquiring and retaining human resources. Developing and maintaining the workforce
Controlling
Monitoring staff activities and performance and taking corrective actions
Directing
Initiating acting action in the organization through effective leadership and motivation of subordinates
Decision making
Making effective decisions based on considerations of benefits and drawbacks of alternatives
3 compitencies
Conceptual skills
Technical skills
Interpersonal skills
Conceptual skills
Those skills that involve the ability to critically analyze and solve comes problems
Technical skills
Those skills that reflect expertise or ability to perform a specific work task
Interpersonal skills
Enable manager to communicate with and work well with other individuals, regardless of whether they are peers, supervisors, or subordinates
Stakeholders
Includes insurers, state and federal governments, and consumer advocacy groups. Anyone who has in interest in the performance of the organization
Leadership domains
Functional and technical
Self development and understanding
Interpersonal
Organizational
Emotional intelligence
There are certain skills (intra/interpersonal) that a person needs to be well adjusted in today’s world. Needs for self awareness, self-regulation, motivation, empathy, and social skills. Suggests a more caring, confident, and enthusiastic boss can establish good relations with workers
Authentic leadership
People will want to naturally associate with someone who is following their internal compass.
Inspirational leadership
Focus on leaders who inspire by giving people what they need. Supports the concept of ‘tough empathy’. Managers care passionately about their employees and work but are prudent in what they provide in the way of support
Servant leadership
Acknowledges that a healthcare leader is largely motivated by a desire to serve others, everyone contributes to a greater whole.
Spirituality leadership
Emphasizes ethics, values, relationship skills, and promotion of balance between work and self. Leader created a positive working environment that supports individuals finding meaning in what they do.
Coercive leadership style
Only to be used with a very problematic subordinate or an an emergency situation
Participative leadership style
Leader asks managers for their input and gives them a voice in making decisions; lets them know they are respected and valued
Pacesetting leadership style
The leader sets high performance standards for his or her followers. Good for situations where employees are self motivated and highly competent
Coaching leadership style
Focused on the personal development of his or her followers rather than tasks. Recommended for top, competent, trusted followers in the organization
Barriers to leadership
Laws and regulations
Physicians
New technology
Culture of safety
Maslow’s hierarchy of needs
Physiological Safely Belonging Esteem Self-actualization
characteristics of engaged healthcare employees
More productivity More focus on patient care and treatment Safer Loyal to their employers Model positive behaviors of engagement Greater profitability for a provider
Alderfer’s 3 factor ERG theory
Existence
Relatedness
Growth & development
Herzberg’s 2-factor theory
Hygienes (lower level motivators)
Motivators (higher level factory such as achievement)
McClelland’s acquired needs theory
Achievement
Affiliation
Power
Skinners reinforcement theory
Extrinsic
Positive reinforcement, avoidance learning, punishment and extinction
Adams equity theory
Intrinsic
Individuals are motivated when they perceived that they are treated equitably in comparison to others in the organization
Vroom’s expectancy theory
Intrinsic
Expectations of the individual and how they are motivated by performance and the expected outcomes of their own behavior
Locke’s goal setting theory
Intrinsic
By establishing goals, individuals are motivated to take action to achieve those goals
Taylor’s Scientific Management
focuses on efficiency; rewards employees for productivity and hard work. Assumes that employees are continually able to work harder and will do so to earn higher pay
McGregor’s Theory X
managers view employees as unmotivated and disliking work; manager’s role is to direct and control employees
McGregor’s Theory Y
managers focus on higher level motivators and work to assist employees in achieving higher levels such as achievement, recognition for achievement, the work itself, responsibility, , and growth and advancement
Ouchi’s Theory Z
states that employees who are involved in and committed to an organization will be motivated to increase productivity. The rewards are long term employment, promotion from within, participatory management, and other techniques to engage and motivate
Integrative Model of Motivation
most managers draw upon on a combination of needs, extrinsic factors, and intrinsic factors to help motivate employees; also to help employees meet their own personal needs and goals an ultimately to achieve effectiveness and balance within an organization.
Assumptions
fundamental premises believed true
Perceptions
what is noticed; to what attention is paid
Cognitive Biases
mental processing that simplifies handling information and that can compromise decision quality
Hueristics
simplify the decision making process and lead to biases
Self-fulfilling prophecy
expectations about another’s behavior that can elicit the expected behavior
Expectancy Theory
managers affect employee motivation when they influence employee expectations about ability to accomplish a task and expectations of reward
Attributions
imputing the likely cause of another’s behavior
Attribution Theory
explaining another’s behavior by presuming it is caused either by a person’s disposition or by the situation
Mental Models
beliefs about how things work
Sense Making
process in which organization members interpret the meaning of ambiguous situations. How employees arrive at a shared interpretation of a complex or ambiguous situation
Strategic Planning
The process of identifying a desired future state of an organization and a means to achieve it
Four P’s of strategic planning
Promotion
Product
Price
Place
SWOt meaning
Strengths
Weaknesses
Opportunities
Threats
Mission
is the organization’s is its permanent statement of purpose
Vision
statement strives to identify a specific future state of the organization