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management > Man: Test 2 organization, power, conflict > Flashcards

Man: Test 2 organization, power, conflict Flashcards

1
Q

Clear idea of chain of command, formal relationships, authority

A

components of structure

Solid/parallel

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2
Q

Communication of like people in the same level of hierarchy

A

components of structure

horizontal

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3
Q

: no direct authority over them/staff positions Ex: educator, clinical nurse specialist role advising to several units, administrative assistants

A 
components of structure 
Advisory Position
(dotted line)
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4
Q

: Person reports to 1 boss instead of multiple, for consistency, simple

  • indicated by ___ between positions on the organizational chart
  • One person/one boss in which employees have one manager to whom they repot and to whom they are responsible
A

components of structure
Unity of command
vertical solid line

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5
Q

: number of people directly reporting to any one manager and determines the number of interactions expected of him or her, trying to limit the amount of people so large amount= hard to get all needs Ex: Vp of nursing

A

components of structure

Span of Control

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6
Q

• executive coaching, change management, leadership, delegation and empowerment, etc.

  • Look at organization as a whole as well as external influences, visionary, where they are taking the organization
  • Strategic Planning
  • Communication flows from the top, down.
A

Levels of Management

TOP:

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7
Q

Nurse managers, directors, unit managers

  • problem solving, team building, talent development, performance management, etc.
  • Day to day unit needs integrated with day to day organizational needs
  • Long and short range planning
  • Communication flows upward and downward
A

Levels of Management

MIDDLE

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8
Q

staff nurses, primary nurses, charge nurse, team leaders

  • emotional intelligence and coaching for performance, etc.
  • Day to day unit level needs but not setting budget, implement goals
  • Short-range, operational planning
  • Communication flows upward
A

Levels of Management

LOW

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9
Q

: where a position falls on the organizational chart, determined by organizational distance, communicate up and down

A

Centrality

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10
Q
  • flows down and up, clearly defined and pretty efficient know who is in charged
    Disadvantage- hard to adjust rapidly, slows everything down
    Nurse-> to pcc-> to mangers-> to vp
    -go around if directly involves above person, first try chain of command, make sure good reason, gone through all steps
A

Types of Organizational Structures

– Line Structure

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11
Q

–could be a temporary or project focus, two managers over all leaders functional manager –nursing, medicine, lab resources
project/product based manager- pediatrics, emergency room, oncology=work across all together

A

Types of Organizational Structures

– Matrix

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12
Q

disadvantage- confusion to determine who to go to

A

Types of Organizational Structures

– matrix

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13
Q

benefit- help to have a person to be very focused on product line, take in everyone’s connects, limits levels, shorter organization levels

A

Types of Organizational Structures

– matrix

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14
Q

– aren’t as man levels needed, may help communication flow faster, increased work load of manager

A

Types of Organizational Structures

Flattened

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15
Q

Disadvantage- span of control becomes very large Ex: nurse mangers over several units of staff, or no director,

A

Types of Organizational Structures

Flattened

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16
Q
  • symbols and rituals in an organization, manager be able to communicate tradition
    O Total of an organization’s values, language, traditions, customs, and sacred cows (few things present in an institution that are not open to discussion or change)
A

Organizational Culture

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17
Q

types of power

A 
reward
punishment
expert
referant
charismatic
informational
self
legitimate
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18
Q

a.- favor, time off, influence over a person

A

reward power

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19
Q

c.- time and experience, advanced training or skill, certain influence because good at it Ex: IV starters

A

Expert power

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20
Q

d.- don’t have assigned position, do what every they say, position and training Ex: physician or pastor at church

A

Referant power

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21
Q

e.- drawn to person

A

Charismatic power

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22
Q

f.- similar to expert, possess something you don’t Ex: secretary has at finger tips that you don’t / nurses hold data and don’t tell doctor

A

Infromational power

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23
Q

g.-over own life

A

Self power

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24
Q

h.- associated with a position with assigned authority Ex: nurse manager

A

Legitimate power

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25
Q
  • To enable, develop, or allow
  • Decentralization of power
  • Employees given opportunity to make the most of talents, learning, and creativity
A

Empowerment

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26
Q
  • Expand personal resources, keep up knowledge
  • Present a powerful picture.
  • Pay the entry fee. People will watch you, be a hard worker, be accountable, comes with time
  • Determine the powerful.
  • Learn the language and symbols of the organization.
  • Use the organization’s priorities, know goals more influence you can have
  • Maintain a broad vision
A

Building a Personal Base

27
Q

conflict too little

A

organizational stasis

28
Q

conflict too much

A

reduced effectiveness and immobilization of employees , feel overwhelmed

29
Q
  • between two or more groups of people, departments, or organizations Ex: nursing has issue with pharmacy
A

Intergroup conflict

30
Q
  • within a person, internal struggle to clarify contradictory values or wants, can lead to high levels of stress and job attrition Ex: work place constraints on a nurse may prevent them from applying values
A

Intrapersonal conflict

31
Q
  • two or more people with differing values, goals, and benefits/ may be linked with bulling, incivility, and mobbing
A

Interpersonal conflict

32
Q

conflict process

A 
latent
percieved
felt
mainfest
aftermath
33
Q
  • existence of antecedent conditions such as short staffing and rapid change, conditions are right for chance of conflict Ex: budget cuts
A

conflict process

Latent

34
Q
  • intellectualized and often involves issues and roles, person recognizes it logically and impersonally Ex: roll eyes, huffing, cross arms, face red
  • can be resolved before internalized and felt, directly address if conflict really exists, open communication and mutual support can be resolved by pointing out the problem
A

conflict process

Perceived

35
Q
  • conflict is emotionalized, start to notice Ex: hostility, fear, anger, mistrust
A

conflict process

Felt

36
Q
  • action is taken Ex: withdraw, competes, debate, or seek conflict resolution
  • Gender plays a role =Men: aggressive/ Women: interpersonal aspects of relationships, avoid and pacify
A

conflict process

Manifest

37
Q

: how did it affect them later
Well- believe position was given a fair hearing
Poor- remain and may return later to cause more conflict

A

conflict process

Aftermath

38
Q

-each party gives up something it wants, antagonistic cooperation may result in a lose lose= feel given up more than the other, feel defeated
Win/win- both parties give up something of equal value

A

conflict resolution

Compromising

39
Q 
Compromising
competing
accommodating
smoothing
avoidance
collaborating
A

conflict resolution

40
Q

used when one person pursues what it wants at expense of the others, win regardless of the costs, could cause a lose lose because affects working relationship

A

conflict resolution

Competing-

41
Q

Appropriate- resist unsafe patient care, policies, or procedures, unfair treatment, abuse of power, or ethical concerns

A

conflict resolution

competing

42
Q

-one party sacrifices belief and allow other party to win, expects some type of payback or accommodation from winning party in the future
Ex: staffing on unit good today pull cna to your floor so you can have one of theirs later

A

conflict resolution

Accommodating

43
Q

Appropriate-if not of high value to person doing it

A

conflict resolution

Accommodating

44
Q
  • one party in conflict attempts to pacify other party or focus on agreements rather than differences, emotional component is minimized, rarely results in resolution
  • used wrong calm down but never go back to solve
A

conflict resolution

Smoothing

45
Q

Appropriate-minor disagreements

A

conflict resolution

smoothing

46
Q
  • parties are aware of conflict but choose not to acknowledge it or attempt to resolve it, problem will remerge later more exaggerated
A

conflict resolution

Avoidance

47
Q

Appropriate- trivial disagreements cost of dealing exceeds the benefit of solving it, one party has more power, problem will solve itself

A

conflict resolution

Avoidance

48
Q
  • assertive and relationship means of conflict resolution
    -all parties set aside original goals and work together, problem solving is a joint effort with no superior subordinate, requires mutual respect, open honest communication, equitable, share power
    Downside- takes time to do it
    *best method to resolve conflict to achieve long term benefits
A

conflict resolution

Collaborating

49
Q
  • Poor Communication
  • Inadequately defined organizational structure- no clear line of authority
  • Individual behavior=attitudes, values
  • Unclear expectations
  • Individual or group conflicts of interest
  • Operational or staffing changes
  • Diversity in gender, culture, or age
A

What are common causes of organizational conflict?

50
Q
  • encouraging face to face resolution
A

managing conflict

51
Q
  • temporary solution used in crisis where no time to handle conflict effectively, to get out of inappropriate environment, or time to think about it
A

Smoothing

managing conflict

52
Q

-third party, big issue on unit that affects staff, manager or pcc neutral party, all parties motivated to solve with no difference in status

A

managing conflict

Consultation

53
Q

-come together to delineate the function and responsibility, new roles

A

managing conflict

Responsibility charting

54
Q

-serious cases of dysfunctional conflict, by edu, training dev, and sensitivity training

A

managing conflict

Behavior change

55
Q
  • manager intervene by transferring or discharging
A

managing conflict

Structure change

56
Q

managing conflict

A 
confrontation
smoothing
consultation
responsibility charting
behavior change
structure change
57
Q

-prepare mentally, determine incentives of person, your starting point, tradeoffs, bottom line, look for hidden agendas, clear info

A

negotiation tactics

Before

58
Q

-maintain composure= Calm, collected, self-assured, ask what you want assertively, good communication and flexibility, take break if tired or angry, avoid destructive behavior, be prepared to counter them if used against you

A

negotiation tactics

During

59
Q
  • Restate what has been agreed upon, verbally and in writing, Recognize and thank all participants for their contributions to successful negotiation
A

negotiation tactics

After

60
Q
  1. -intimidate others, aggressive, interrupt you
    • diversionary tactic, explain something off topic
    • more reluctant to disagree
    • sympathy card
    • controlling, ask to take time and think
A 
destructive negotiation
Destructive
Ridicule
Inappropriate questioning- 
Flattery- 
Helplessness- 
Aggressively taking over-
61
Q

accreditation hospitals are granted, voluntary choose to apply= demonstrate evidence takes a year or more to complete and costly , communicates to customers quality good performer and good patient care, structure of organization, they have more participation, lower hierarchy, flatter organization, staff has input
14 areas= research has shown that strength in these areas have better results inpatient care and more satisfied staff
-team of people come walk through, talk with staff, spend a week there, determine if they met 14 areas,
-do have to reapply for renewal every four years.

A

magnet status

62
Q

o Calm, collected, self-assured
o Factual statements
o Listen carefully and watch nonverbal communication
o Open mind: cooperative
o Understand other party, Always discuss conflict
o Try not to belabor how the conflict occurred or to fix blame
o Be honest, Start touch
o Delay when confronted with unexpected negotiation
o Never tell what you are willing to negotiate totally
o Know bottom line, but never try and use it
o Take a break if angry or tired

A

positive

During the negotiations:

63
Q
  • Express need= both sides tell what issue is, what caused it
  • Determine if need can be met somehow
  • Negotiate to get resolution
A

Three steps to confrontation

management (14 decks)

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