Brainscape's Knowledge GenomeTM

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


See full index

Health Care Management > Organisational Behaviour > Flashcards

Organisational Behaviour Flashcards

1
Q

Identify the increasing pressures in healthcare

A
  • Social Cultural Pressures
  • Financial Economic Pressures
  • Technological Pressures
  • Public and Political Turmoil
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Identify the healthcare trends

A
  • From mono- to multidisciplinary practices
  • From supply centered to client centred
  • From intramural to extramural services
  • From single organisational and practices to networks
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Dimensions of professionalism

A

Unique expertise
Authority
Autonomy

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

Unique expertise

A

Professionalism is about applying general, scientific knowledge to specific cases.

  • Complex (scientific) knowledge and functional knowledge (reflective skills), both explicit (from papers) and tacit knowledge (from experience)
  • Beneficial for society
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Authority

A
  • Legitimate power (professional are trusted)
  • Based on knowledge: someone who has more knowledge than you
  • Based on legal, organisational, professional, personal status
  • Authority must be earned by actions
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Autonomy

A

The quality and state of being independent and self-directing, especially in decision making.

Enabling professionals to exercise judgement as they see fit during the performance of their job

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

Professional autonomy

A
  • individual or group
  • Liberty: independence from controlling influences
  • Agency: capacity for intentional action
  • it is about privilege and ability of self governance
  • the state of being independent and self-directing, in decision making
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Types of autonomy

A

Political autonomy
Economical autonomy
Clinical autonomy
- Focussed on the process
- Focussed on content

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Different views on classic professionalism

A
  • A list of traits and behaviours
  • As a role played in society
  • As a social construction
  • As a means and affect of social control
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Professionalism as a list of traits and behaviours

A

Of the profession
Organized professional group that defines:
- Standards of training
- Criteria of competence
- Quality criteria
- A code of ethic
- Has exclusive rights to perform certain tasks

Of a professional
- Specialised knowledge
- Altrustic (trying to do whats best)
- Reflexivity (reflect on what they do)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Professionalism as a role played in society

A

Professions have certain traits and behaviours because of the function they have for the society, they are expected to act in the public interest

The important function comes with certain rights (self regulation) -> Social contract based on trust

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

Medical professionality

A

The values, behaviours and relationships with the society that support and justifies the trust people have in doctors

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

Professionalism as a social construction

A
  • Political perspective: professionals secure a monopoly by carving out a domain, using specific tactics.
  • Professions compete with each other for jurisdictional control
  • Professional clashes: differences in professional identities
    What constitutes evidence
    Safe practise
    Quality
    The use of standard pathways
    Importance of teamwork
  • Boundary work
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Boundary work

A

The range of activities by which professionals seek to lay claim to particular fields of knowledge and to assert their jurisdiction over particular tasks in the face of competition from other professional groups

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

As a means and affect of social control

A

The link between power and control and large societal inequities

  • The process of professionalization as a means of controlling ‘knowledge production’. Professionals have the power to define and control what is true for example in what constitutes health, sickness and treatment
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

How do professional identities develop?

A

Through socialization: construction of the professional identity

  • It is not a straightforward process, but rather an on going series
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

deprofessionalisation

A

the loss of the unique traits of a profession; autonomy, monopoly, authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Proletarisation

A

Loss of power and status

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Post professionalism

A

Loss of exclusiveness of knowledge and skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

the end of professionalism?

A

Increasing entanglement of professionals and the organizations they work for: professionals are increasingly inhabited by the organization

yet, the guidelines and indicators are invented by the profession, the professional can often deviate, the professional can work around the system

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

reconfiguration of professionalism

A

Professionalism changes in terms of form, shape and meaning in the light of societal changes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Professional hybridization

A

This term refers to situations where a qualified professional holds a position that involved management duties and responsibilities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Connective professionalism

A
  • Expertise, authority and autonomy become relational and procedural
  • Not fixed and closed, but constructed and reconstructed with others
  • Co-design, share, earning trust
  • Are seen as effective, optimal and legitimate
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Two types of expertise

A

Relational expertise
Adaptive expertise

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Relational expertise

A

The ability to attune ones responses to the enhanced interpretation with those being made by other professionals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Adaptive expertise

A

Flexibility, ability to innovate, continuous learning, creativity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Traits and skills approach

A

Leaders are people with specific characteristics and skills

Characteristics:
- Intelligence
- Self confidence
- Determination
- Integrity
- Sociability

Skills
- Technical
- Human
- Conceptual

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Strong points traits and skills approach

A

Relates to our intuitive need to see our leaders as a special kind of people
Clear focus
Much research

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Critique traits and skills approach

A
  • There is no definitive list of trait and skills
  • Fails to take situation into account
  • Little research into outcomes
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Style approach

A

Aimed at the behavior of leaders
Task oriented, relationship oriented, change oriented
- Laissez faire
- Transactional leadership
- Transformational leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Transactional leadership

A

Punishment and reward
Management by exception
- Active
- Passive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Transformational leadership

A

Idealized influence
- Roll modeling, trust, respect
Inspirational motivation
- Symbols and words that inspires people
Intellectual stimulation
- challenge people
Individualized consideration
- individualized support

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Contingency approach

A

Turning your leadership style/behavior to the situation.
The type of leadership depends on the circumstances and situation.
- Contingentie
Leader-member relation (good/poor)
Task structure (high/low)
Position power (strong/weak)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Situational leadership

A

Depending on your type of leadership on level of competence and commitment. These level can differ over time.
- Cross-cultural leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Value approach

A

Aimed after the values leader represent
Authentic leadership
- Is leadership genuine and real?
- Trustworthy
- Intrapersonal and interpersonal
- Being yourself vs perception of followers
- self-awareness, internalized moral perspective, balanced processing and relational transparency
Servant leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Hybrid professional

A
  • Dualism
  • Managerial role-taking is facilitated when the hybrid has and maintains, legitimacy within the group of peers
  • Organizing becomes embedded within professional action
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

The divisions of labour

A
  • Task
    Can change overtime and you cant control this
  • Function
    Combination of tasks, stable but can vary among organizations
  • Occupation
    Consists of certain types of tasks, stable tasks and the same among organizations
  • Profession
    Professional groups decide themselves, independently decides what is best for their client
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Political autonomy

A

Political decisions, what is best for the professional group and practice

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Economical autonomy

A

deciding own fees, own earnings

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Clinical autonomy

A

Focussed on the process (how can it be organised) and the content (professional discretion, what kind of care/treatment/rules)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Trust vs control

A

Trust is not unlimited, there is internal control and the autonomy of these professional needs to be evidence based, according to society.

  • Protocols, guidelines can reduce the professional autonomy
  • Tension between trust and control
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

re-stratification

A

the drawing of professional elites into bureaucratic roles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

bureaucratization

A

the standardization of work operating procedures

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

five strategies of professionals towards the introduction of knowledge management

A

co-optation
adaptation
circumvent
compliance
resistant

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

co-optation

A

Refers to the process of incorporating or integrating external or independent knowledge sources, typically individuals or groups, into an organizations existing knowledge management systems and practices. This process is often used to acquire and leverage external knowledge and expertise for the benefit of the organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

adaptation

A

Refers to the process of modifying, adjusting or evolving knowledge management practices, strategies and systems in response to changing internal and external factors.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

circumvent

A

actions or strategies taken to work around obstacles, challenges or limitations in knowledge management processes

48
Q

Compliance

A

Refers to the practice of adhering to established standards, policies and regulations related to the management and use of knowledge management within an organization. It involves ensuring that an organization’s knowledge management practices are in line with legal, ethical, industry-specific and internal requirements.

49
Q

resistant

A

Refers to the reluctance that individuals or groups within an organization may exhibit when faced with changes in knowledge management practices, processes or systems. .

50
Q

Why is teamwork necessary to provide care?

A
  • complex nature of medicine
  • increasing chronic diseases
  • specialization/task differentiation
  • combining technical and non technical skills
  • providing 24h care
51
Q

added value of teams

A

individual level
- Stress reduction
- Higher job satisfaction
- positive effect on well being
- less intention to leave

Team level
- Learning
- Avoid erros

Organizational level
- Higher quality of care
- Higher safety of care
- Effective use of resources
- Positive HR outcomes
- Financial better
- Higher patient satisfaction

52
Q

Features of a real team (Hackman)

A
  • Clear team boundaries
    name and functions of all team members, consensus on who is part and not part of the team
  • Team member stability
    Gives time to learn how to work together
  • Interdependency
    The need to interact frequently/closely/exchange resources, structural, structural interdependency, shared accountability instead of individual, bit referring to behavioural interdependency
53
Q

Real team membership on real team characteristics (Lyubovnikova)

A
  • Structural interdependency
  • Shared objectives
  • Team reflexivity
54
Q

structural interdependency

A

Team members work closely together in a tightly coordinated way

55
Q

Shared objectives

A

Team members work together towards a common purpose/shared goal, share several common objectives which are clear and agreed upon in the team and facilitates cooperative strategies and transactive money

56
Q

team reflexivity

A

Team members regularly and systematically review their performance and adapt future team objectives and care processes accordingly; in order to recognize the purpose of a team and how to achieve this

57
Q

Teaming

A

Coordination and communication with people, often across disciplinary boundaries or functional boundaries to get interdependent work done

58
Q

Under what circumstances can teaming be effective?

A
  • High level of complexity and uncertainty
  • Situation in which quick adaptation and changes are necessary
  • multiple disciplines working together
  • standardization not possible
59
Q

structural interdependence

A

Interdependence between team members, it captures the degree to which goals, tasks, and outcomes determine that collective relationship between team members

60
Q

Five important characteristics of teams

A
  • Membership
  • Interdependence
  • Shared goals
  • Dynamics
  • Organizationally bounded context
61
Q

Membership

A

Team members, with team composition, team size, and team tenure have team membership as the foundation

62
Q

Dynamics

A

Interaction between team members, in order to pursue shared goals and manage task interdependencies

63
Q

Organizationally bounded context

A

A team does not exist in a vacuum, but rather is influenced by context

64
Q

Leadership (Northouse)

A

A process whereby an individual influences a group of individuals to achieve a common goal

65
Q

clinical leadership

A

A healthcare professional who is directly involved in clinical care and continuously puts effort in the improvement of care and inspires and motivates others to do the same.

66
Q

Trait leadership

A

Certain individuals have special innate or inborn characteristics or qualities that make them leaders, and that it is these qualities that indifferentiate them from non leaders

67
Q

Assigned leadership

A

Leadership that is based on occupying a position in an organization (managers or directors)

68
Q

Emergent leadership

A

leaders because of the way other group members respond to them. Being verbally involved, being informed, seeking others opinions, initiating nee ideas and being firm but nog rigid

69
Q

Power

A

the capacity or potential to influence

70
Q

Five bases of power

A

Referent power
Experts power
Legitimate power
Reward power
Coercive power

71
Q

Referent power

A

Based on followers identification and liking for the leader. A teacher who is adored by students has referent power.

72
Q

Expert power

A

Based on followers perceptions of the leaders competence. A tour guide who is knowledgeable about a foreign country has expert power.

73
Q

Legitimate power

A

Associated with having status or formal job authority. A judge who administers sentences in the courtroom exhibits legitimate power.

74
Q

Reward power

A

Derived from having the capacity to provide rewards to others. A supervisor who gives rewards to employees who work hard is using reward power.

75
Q

Coercive power

A

Derived from having the capacity to penalize or punish others. A coach who sits players on the bench for being late te practice is using coercive power

76
Q

position power

A

Power a person derives from a particular office of rank in a formal organizational system; having higher status than the followers

past bij: legitimate, reward and coercive

77
Q

Personal power

A

Influence capacity a leader derives from being seen by followers as likably and knowledgeable

past bij referent and expert

78
Q

Leadership and coercion

A

To coerce means to influence other to do something against their will and may include manipulating penalties and rewards in the work environment.

  • coercion involves the use or force to effect change

eg: leader whom has user power and restraint to force followers to engage in extreme behaviors

79
Q

Three micro-processes through which hybrid identity is shaped (Sartirana 2018)

A
  1. Familiarizing
  2. Rationalizing
  3. Legitimizing
80
Q

Familiarizing

A

Acquiring awareness and practical knowledge to fill the gap between professional and managerial practices

81
Q

Rationalizing

A

increasing the understanding of the hybrid identity, elaborating new means given to the profession self

82
Q

Legitimizing

A

Developing social and cultural capital enabling hybrids to be authoritative and credible in the role of

83
Q

Benefits of clinical leadership

A
  • Higher job satisfaction
  • Improved productivity
  • Engaged employees
  • Altruism
84
Q

a few barriers to participation in clinical leadership

A
  • Lack of incentives
  • Lack of confidence
  • Poor communication
  • Poor teamwork
  • Poor preparation for leadership roles
85
Q

Strategic human resource management

A

The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals. It involves all of the activities that are implemented by an organization to affect the behavior of individuals in an effort to implement the strategic needs of a business.

86
Q

People and hr strategy

A

a strategy ensuring that the organization’s people priorities and hr operations align with its goals and focus on the most impactful levers

87
Q

leadership behaviours and development

A

development of individuals into leaders who can influence, motivate and enable their staff to reach organizational, team and individual goals

88
Q

Employee engagement and well being development

A

tools, systems and processes to engage and retain employees and to enhance their well being

89
Q

Upskilling, reskilling and learning and development

A

a strategy to identify competencies and reskilling/upskilling needs, to offer training programs that help employees gain new skills for their current position or a different one and to establish a range of digital applications and services.

90
Q

Strategic workforce planning

A

systematic forecasting of workforce supply and demand scenarios based on the organizations goals, external trends and competency requirements from a strategic, longterm perspective

91
Q

Hard HRM

A

Human RESOURCE management
More economics, trade off input and output
added values

92
Q

Soft HRM

A

HUMAN resource management
Human side, fairness, norms and values
Moral values

93
Q

Foundational models of HRM

A

Michigan model (Fombrun)
Harvard model (Beer)

94
Q

Michigan model

A

Hard HRM
Theory X
Organizational strategy and mission are central
Incentives to perform
How can we make people make do things (reward etc)

95
Q

Harvard model

A

Soft HRM
Theory Y
HRM facilitates, employees are central
Context mattere, different stakeholders matters

96
Q

Strategic HRM aspects

A

Added value
Economic rationality
Efficient
Effective
Flexibilty
Quality
Innvoativeness

97
Q

HUMAN resource maneuver aspects

A

Moral values
Relational rationality
Fairness
Legitimacy
Participation
Sustainability
Solidarity/trust

98
Q

HRM system/HPWS

A

bundle of HR activities that increase organizational performance

99
Q

Empowerment Enhancing Bundles

A
  • Employee involvement in influencing work process/outcomes
  • Formal grievance procedure and complaint resolution systems
  • Job enrichment
  • Self managed or autonomous work groups
  • Employee participation in decision making
  • Systems to encourage feedback from employees
100
Q

Motivation Enhancing Bundles

A
  • Formal performance appraisal process
  • Incentive plans (bonuses)
  • Linking pay to performance
  • Opportunities for internal career mobility and promotions
  • Health care and other employee benefits
101
Q

Skill Enhancing Bundles

A
  • Job descriptions
  • Job based skill training
  • Recruiting to ensure availability of large applicant pools
  • Structured and validated tools/procedures for personnel selection
102
Q

AMO model

A

Abilities/skills
- Recruitment & selection, training & development

Motivation/incentives:
- Coaching & mentoring, reward system, opportunity for promotion, performance management, support

Opportunity to participate
- Decentralization, self managing teams, more autonomy, participation

103
Q

The differentiated workforce; four groups in the whole workforce

A
  1. High uniqueness and high values, important to create effectiveness and uniqueness
  2. Skills are not unique but they are of strategic value. Employed,
    not in the correct workforce
  3. Low uniqueness and and low values
  4. High uniqueness and low values, people who have specialized knowledge but not much added value for effectiveness

not everybody is equally important and it is okay to recognize that and make your hrm strategy

104
Q

Bathtub model

A

Relationship is on the surface, but the answer is below

Surface: HR strategies -> Organizational outcomes

Below: Employee perceptions & attitudes & performance

105
Q

Pfeffers 7 best practices

A

Selective recruitment and selection
Extensive training
Performance related pay
Teamwork
Communication
Reduction of status differences
Job security

106
Q

The Contextual SHRM framework focuses on three broad contextual mechanisms that affect the SHRM system adopted by a firm:

A

Competitive mechanisms
Institutional mechanisms
Heritage mechanisms

107
Q

competitive mechanisms

A

encapsulate how a firm positions itself in the marketplace based on its products or services, competitors in the market and technology.

108
Q

Institutional mechanisms

A

based on prevailing social, political, cultural, legal and regulatory aspects of the environment in which the firm is operating

109
Q

Heritage mechanisms

A

based on path dependency associated with the way in which a firm has operated in the past, this partly determines future activities.

110
Q

The contextual SHRM framework is an frequent process between context and the SHRM system, achieving an appropriate level of fit across the different elements. What fits are there?

A

Organization fit
Strategic fit
Environmental fit
Internal fit

111
Q

Organization fit

A

between the firms heritage and the SHRM system -> creating an appropriate linkage between the SHRM system and other relevant systems in the firm including technological, production and control systems

112
Q

Strategic fit

A

between the competitive mechanisms and the SHRM system -> ensuring alignment with business strategy

113
Q

Environmental fit

A

between the institutional and the SHRM system -> ensuring an appropriate alignment of the SHRM system with the institutional environment of the firm, including the social, cultural, political and legal contexts

114
Q

Internal fit

A

in the SHRM system itself -> Its various components must be aligned to maximize the synergies of the system

115
Q

different human resource dimensions

A
  1. Strategic dimension
    board of directions, CEO, shareholders and financial institutions
  2. Professional dimensions: focused on line managers, employees and personnel department
  3. Societal dimension
    Work councils, trade unions, government
116
Q

a multidimensional perspective on performance

A
  • Both economic rationality and relational rationality
  • added values and moral values are important
  • strategic performance
117
Q

three levels of measuring performance

A

Financial: profit, sales, market share
Organisational: output measures such as productivity, quality, efficiency
HRM: employee attitudes and behaviors such as satisfaction, commitment, intention to quit

Health Care Management (4 decks)

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