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management > Man: Test 3 Ch 7 8 org planning > Flashcards

Man: Test 3 Ch 7 8 org planning Flashcards

1
Q

• develop vision and mission->develop values and goals->develop essential work / things build, don’t fit might not be the right direction / collect input form stake holders=pt, community, all people

A

Strategic planning process

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2
Q

-something happens then you plan, good to respond, always doing not best approach, need to be a step ahead

A

Reactive

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3
Q
  • take to far, always want change, one thing after another, want future driven, current and past
A

Preactivism

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4
Q
  • likes things as they are, status quo, don’t want change, don’t plan ahead
A

Inactivism

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5
Q

-takes in everything, current past and future practice, good evidence for change

A

Interactive or proactive

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6
Q

reactive
preactivisim
inactivism
interactive or proactive

A

types of planning

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7
Q

• broad focused, usually a few words, where going and what they want org to be Ex: provide quality services from people who care

A

Vision Statement

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8
Q

3-4 sentences, define the purpose of the org, can see culture=teaching, research based
*Know for interviews

A

Mission Statement

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9
Q
  • much more detailed about purpose, what they believe, value, what it looks like, provides basis, for org may have individualized to department/ We believe…
A

• Philosophy Statement

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10
Q
  • Clearly define the purpose
  • Keep planning organized, clear, and definite.
  • Don’t bypass levels of people, involve people, look for input
  • Have short- and long-range plans and goals.
  • Keep target dates realistic.
  • Gather data appropriately- country state local
  • Clearly communicate, ongoing= unit meetings
A

Strategies for Successful Planning

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11
Q

• - tool that makes you think through aspect of your plan internal and external

A

SWOT Analysis

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12
Q

Strengths-1st within org, help with plan Ex: sound financial enviro, a lot of expert staff,

A

SWOT Analysis

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13
Q

• Weaknesses-1st within org, expert voice that they don’t want to work there, short staff=open help,
External- enviro

A

SWOT Analysis

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14
Q
  • Opportunities- positive things, great need for that service, site already empty and ready
  • Threats- External: given enviro not sure what reimbursement would be
A

swot analysis

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15
Q

• – can be used as a new plan and ongoing , forces to focus on more than finances equally think about, specific objectives and how to meet

A

Balanced Scorecard

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16
Q
  1. Financial-can afford, reimbursement
    2. Internal business processes- are we achieving what they need, outcomes=compare, quality
    1. Learning and growth- are they doing all the time
    2. Customer- what do they want, feed back
A

Balanced Scorecard

17
Q
  • Change to solve some problem.
  • Change to make work procedures more efficient or improved Ex: decrease infection rate
  • Change to reduce unnecessary workload
A

3 Good Reasons for Change

18
Q 
- move up harder it is
• easy to teach why it needs to be done
•harder, tied to old way of doing it, worsen with longer practice 
•easier to change one than whole group
•harder to get all to change
A 
Levels of Change
•	Knowledge
•	Attitudes
•	Individual behavior
•	Group behavior
19
Q

• - change agent convinces members of group to change or when guilt, anxiety, or concern canbe elicited, people become more disoriented and aware of a need for change= try to get them to see change

A

Lewin’s Theory: Complex Adaptive Systems

• Unfreezing

20
Q

-change agent identifies, plans, and implements appropriated strategies, ensuring driving forces exceed restraining forces/ start to change habit

A

Lewin’s Theory: Complex Adaptive Systems

• movement

21
Q
  • change agent assists in stabilizing the system change so that it becomes integrated into the status quo/ change long term
A

Lewin’s Theory: Complex Adaptive Systems

• refreezing

22
Q

• - advance a system toward change Ex: desire to please boss, pay raise, receive recognition, doesn’t cost much

A

Driving forces

23
Q

• - impede change, pull away Ex: conformity to norms, unwillingness to take risks, fear of unknown, lack of desire and finances

A

Restraining forces

24
Q
  • change can be very complex, world isn’t as predictable as we may think= can’t control everything
  • things are always in a set pattern or step by step way= can happen in a different way, something out here in whole system have to work backwards leads to a bigger change later on
A

Complex Adaptive Systems- Chaos/Complexity theory

25
Q

Ex: no planned change to do self-scheduling , one unit tried it, in the cafeteria overheard the discussion, the other unit says why can’t they do self-scheduling

A

Complex Adaptive Systems- Chaos/Complexity theory

26
Q
  • always is going to be with change, not bad

* not use to that, like the old way, fear of change, not enough time

A

Resistance to Change

-Common reasons to avoid change

27
Q
  • resistance to change comes from the lack of knowledge and humans are rational beings who will change when given factual info doc need for change, anything that uses data Ex: bar scanner decrease medical errors
  • used when little anticipated resistance to change or when change is perceived as reasonable
A

Rational–empirical

28
Q

: use group norms and peer pressure to socialize and influence people so that change will occur

  • doesn’t require legitimate power, power by skill in interpersonal relationships, focus on roles, relationships, perceptual orientation, attitudes and feeling
  • reputation, view someone Ex: John Hoskins use this system
A

• Normative–reeducative

29
Q

: apply power by legitimate authority (I said so), economic sanction, or political influence of power, enactment of new laws, power for strikes or sit ins
- use with laggard

A

• Power–coercive

30
Q

: thrive on change 2.5%

A

Innovators

31
Q

: open and accept change easier; open and receptive to change 13.5%

A

Early Adopters

32
Q

: people who like things as they are but will accept it if they see others accept it or good information is presented 34%

A

Early Majority

33
Q

: resistant for a while; accepts after everyone else comes around; gives in

A

Late Majority

34
Q

—never accept it; dislike change; constantly verbal; may try and sabotage

A

Laggards

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