3 Online Healthcare Management Quizzes

Study Guide for Part VI: Influencing

Notes from Dunn Additional Notes Chapter 20) Giving Directives and Managing Change a) Chapter Objectives

i) Define the managerial function of influencing. ii) Describe the essential characteristics of good directives iii) Compare and contrast the major techniques and theories

of directing. iv) Describe the role of teams as a motivational instrument to

achieve the work of the organizations. v) Review tools for group decision-making.

vi) Relate the function of influencing to changing environments.

b) Characteristic of Good Directives i) Reasonable Directives – reasonably expect compliance 1) Resistance to change ii) Intelligibility – should be understandable iii) Appropriate Wording – tone and words used

(1) Requests “Could you … ” (2) Suggestions “Do you think we can … ” (3) Commands – no room for questions

iv) Compatibility with Objectives – fits the plan v) Ethics vi) Time Limit – You want it by when?

c) Directing Techniques i) Autocratic (Close) Supervision 1) Theory X 2) autocratic supervision 3) micromanaging ii) Consultative (Participative) Supervision – Theory Y

(1) Consultative assumptions (see page 461) (2) 4 Es approach – engagement, empathy, education &

enlistment

iii) Theory Z Approach- based on lifetime employment iv)Free-Rein leadership- assumes employees are self-motivated d) Explaining Directives – Why ask why? e) General Supervision Compared with No Supervision f) Team Management

(1) Common reasons teams fail: (a) Unclear goals (b) Changing objectives (c) Lack of accountability (d) Lack of management support (e) Lack of role clarity (f) Ineffective leadership (g) Low priority of team (h) No team-based pay – responsibility with no

additional pay off g) Change and Influencing – sell the idea i) Resistance to Change – make it “fun” ii) Overcoming Resistance to Change-see Exhibit 20.2 p. 473

1) Create a climate of change 2) Engaging and enabling change in the

organization

3) Implementing and sustaining change

iii) Explanation and Communication

1) Force field analysis – approach to overcome change

iv) Participation – involve employees in the change

v) Survival During Change

h) Summary

Chapter 21) Leadership a) Chapter Objectives i) Define leadership. ii) Discuss the various types of leadership theories. iii) Distinguish between emotive and task-oriented leadership roles

iv) Identify key management style factors v) Discuss the challenges that diversity in the workplace creates for leaders b) Leadership is a process by which people are imaginatively directed, guided, and influenced to select and attain goals. Fear and coercion do not count. c) Leadership Theories i) The Early Genetic Theory – inherited. ii) The Trait, or Attribute, Theory – inherited or acquired traits. iii) The Contingency Approach – interplay between leadership style and demand for leadership. iv) The Follower Factor – followers accept or reject leaders. d) Leadership Roles i) Task-oriented roles ii) Emotive leadership roles e) Leadership Style i) Unlocking people’s potential

ii) Closely tied to management style

iii) Autocratic Leadership (Theory X) – authoritarian, close control iv)Democratic Leadership (Theory Y) – looser supervision v) No single leadership style – use combination depending on situation vi) Strengthen personal skills

1) Gain a deeper understanding of personal convictions

2) Request regular feedback 3) Define key competencies needed to match

organization 4) Reflect on department specific results 5) Study vision and mission of organization –

empower people vii) Interpersonal communications is key viii) Speak with great leaders to improve ix) Competencies and skills – see exhibit 21.1 p. 487 f) Energizing Staff – set personal example g) Diversity i) Generational Diversity ii) Cultural diversity 1) Cultural Blindness – ignoring cultural differences h) Soc ial R es pons ibilit y - c ontr ibute to welf ar e of s oc iet y i) Summary

Chapter 22) Motivation

a) Chapter Objectives

i) Outline the major theories of motivation

ii) Describe the motivational processes. iii) Define perceptions, values, attitudes, and the factors that

affect each of these.

iv) Discuss the supervisor’s duty in minimizing frustration and conflict.

b) Motivation – the process affecting inner needs or drives that

arouse, move, energize, direct, channel, and sustain human behavior. It is the drive that impels individuals to work toward goal that will satisfy their needs.

c) Theories of Motivation i) Content theory – factors that drive behavior. ii) Process theory – how and why people choose a behavior.

d) Model of Motivational Processes

i) Maslow ’s Hierarchy o f Human Need s (1954) – a reason for every behavior.

(1) Physiological needs (2) Safety and security needs (3) Social needs (4) Esteem needs (5) Self-actualization needs – realizing one’s potential

ii) A lderfer’s ERG Model (1 9 7 2 ) 1) Motivation model based on three levels – existence,

relatedness, and growth

iii) Hertzb erg’s Two -Factor Motivation-Hygiene Theory (1959) (1) Hygiene factors

(a) Organizational policy & administration (b) Technical supervision (c) Interpersonal relationships (d) Working conditions (e) Salary

(2) Satisfiers – positive and appropriate hygiene factors that do not motivate people. (3) Dis-satisfiers – hygiene factors when absent or negative that cause dissatisfaction (4) Motivators

(a) Achievement (b) Recognition (c) The work itself (d) Responsibility (e) Advancement & Growth

iv) McClelland ’s Achievement Theory (1 9 6 1 ) v) Levels of Aspiration – The more needs an organization satisfies, the more commitment an individual will have to the organization.

vi) Vroom ’s Expectancy M o d el (1964) – people act in a particular manner because they think their behavior will

result in need satisfaction 1) Can the behavior be completed? 2) Will the behavior be successful? 3) Will behavior result in a reward result? 4) Perform the behavior

vii) B .F .Skinner’s Reinforcement Model (1938 and 1953) – behavior can be controlled through the use of rewards.

1) Pike Place Fish Market Model viii) W ho is Right? e) Perceptions, Values, and Attitudes 1) perceptual selectivity = process by which an individual selects what stimuli to respond to and which to screen out

i) Factors Determining Attitudes ii) Attitudes and Behaviors iii) Motivation versus Frustration

1) Problem-solving behavior 2) Resignation 3) Detour behavior 4) Retreat 5) Aggression

iv) Use non-directive interviews to overcome obstacles and conflict – listen to employees to get to the root of the problem

1) avoid giving advice for personal issues – refer to trained specialists: e.g., employee assistance program

v) When conflict goes unchecked 1) resignation 2) detour behavior 3) retreat – leave field 4) aggression vi) Conflicts Between Individuals and Organizational Goals – people hope that their higher level needs will be fulfilled through their work.

i) Individual needs and goals conflict with organization

ii) Consequences a. High turnover b. Waste c. Lower productivity d. Slowdown e. Lack of innovative and creative behavior f. Non-acceptance of leadership g. Blocks individual from attaining satisfaction of

their needs iii) Employees must find personal satisfaction

a. Management’s duty to develop organizational climate to produce effective motivation and satisfaction

f) Modifying Motivational Techniques i) Maximize productivity by supporting employees through the appropriate leadership style ii) Evaluate working environment g) Working with the Generations and Diversity – team members from multiple generations and cultures

i) Generation X employees – immediate access to information

a. Schedule time wisely to fit everything in b. Learn how to survive in a group

ii) Time to attend to families and their lives iii) Generation Y employees

a. Seek instant gratification b. Lack patience for workplace fundamentals such as

punctuality, formal address and workplace etiquette – supervisor must teach these skills

iv) Traditional retirement no longer a. Move from job to job for higher pay and rewards

v) Younger employees voice open-ended complaints or frustrations

vi) Seek the why in assignments – determine how it fits into the big picture

vii) What’s Next? – Generation Z a. Overlaps Generation Y b. Late 1990’s- 2012 c. High dependence on mobile technology and the

Internet – less human interaction d. Concerned with social justice, national security, and

environment e. Multi-tasker – short attention span, need

stimulation, pose communication challenges, less confident in workforce, have difficulty adapting to life without economic prosperity

viii) Temporary Workers a. Want to be part of team – include them in activities b. Different set of motivators c. Training is essential d. Caution in sharing company information that is

confidential or sensitive – may not have loyalty and share information

ix) See Exhibit 22.8 p. 519: What Makes the Generations tick

h) Summary

i) Exhibit 22.1 : “One More Time: How Do You Motivate Employees? ”

Chapter 23) Morale a) Chapter Objectives

i) Discuss the supervisor’s role in motivation and leadership and its bearing on the morale of subordinates. ii) Provide a basis for understanding the factors influencing

morale. iii) Discuss the relationships among morale, retention, and

productivity. iv) Discuss common techniques to access and improve

morale.

v) Consider the advantages and disadvantages to alternative working schedules

b) The Nature of Morale – the general feeling of well-being, satisfaction, and happiness of people. i) Morale is always present ii) High morale usually results in productivity iii) Low morale usually lowers productivity iv) High morale – results from good motivation, respect

and dignity for the individual, realization of individual differences, good leadership, effective communication, participation, and counseling. c) The Level of Morale i) Bad morale can contribute to staff turnover ii) Morale is contagious d) Factors Influencing Morale i) External Factors – factors outside of work. (1) They talk and you listen. (2) Mood of employees can be brought up or down by external factors

(3) EAPs – programs staffed by social workers, etc… trained in providing assistance to employees and families

(4) Flexibility i) compressed scheduling – work more hours in fewer days ii) telecommuting – work from home – remain connected to office

ii) Internal Factors (1) Incentives – difficult to control outcomes (2) Merit bonuses (3) Incentive programs (4) Set attainable targets (5) Pay for Performance – motivation programs that tie

bonus payments to achievement of goals or results (6) Training (7) Ensure staff are competent – demonstrated ability to

apply knowledge and skills (8) Casual days

e) The Supervisor’s Role (1) The emotional bank account and meaningful work.

(2) Mirror effect – supervisors set the tone. f) The Effects of Morale - variable i) Morale and Teamwork 1) Morale – attitudes of employees 2) Teamwork – smoothly coordinated and synchronized activity achieved by a small, closely knit group of employees ii) Morale and Productivity 1) level of morale depends on factors such as economic situation, rewards, job market and mechanical pace of the job g) Assessing Current Morale i) Observation – difficult to maintain reliability ii) Attitude Surveys – difficult to maintain credibility and integrity.

(1) Administering the Survey a. Objective questionnaire b. Objective survey c. Descriptive survey

(2) Analyzing the results- will fail if not properly analyzed h) Summary

i) Exhibit 2 3.3 p. 556: How to Identify and Deal with the “Whining Cry Baby Syndrome” Chapter 24) Discipline a) Chapter Objectives Define the term discipline.

i. Discuss different techniques of administering discipline

ii. Describe different types of disciplinary actions. iii. Review the supervisor’s role in disciplinary

actions iv. Outline the rights of employees in the

disciplinary process

b) Organizational Discipline – Discipline is a state of affairs or a condition of orderliness in which the members of the enterprise behave sensibly and conduct themselves according to the standards of acceptable behavior as expressed by the needs of the organization. c) Positive Discipline and Morale – a direct correlation exists

i. Self discipline – the normal human tendency to do what needs to be done

a. Mores- culture driven expectations b. Norms – standards that regulate

behavior in organization d) When Discipline is Warranted

i. Quick firm action ii. Preserve interest of organization iii. Ensure proper training and orientation for work iv. Administer positive discipline to motivate – not

to discourage v. See Exhibit 24.2 p. 568 “If You Must Criticize

Someone” vi. Taking Responsibility

1. Investigate pertinent facts 2. Situational Honesty 3. Don’t overlook – act promptly

vii. Maintaining Control of Emotions- don’t lose temper; cool down

viii. Discipline in Private – avoid public reprimands ix. Progressive Discipline

1. Informal Talk – disciplinary counseling 2. Spoken Warning or Reprimand 3. Written Warning 4. Disciplinary Layoff or Suspension

a. May not be punishment b. Advantage: can act promptly

without prejudice to employee 5. Demotion – seldom invoked 6. Discharge – also known as corporate

capital punishment a. Costly to organization b. Not always supervisor’s choice

x. Time Element 1. Don’t hold past years against person

forever 2. Consider a year to disregard offense –

reform taken place 3. Depends on nature of violation

xi. Documentation is essential xii. Other Discharge Precautions – cease employee

access to PHI, change passcodes, retrieve keys, remove from email, retrieve name badge and other access to organization etc…

e) The Supervisor’s Dilemma i. Be concerned about equity

f) The “Red Hot Stove Approach i. Iimmediacy – do not procrastinate ii. Advance Warning – employees must know what is expected of them iii. Consistency – consistency of treatment; fair versus equal iv. Impartiality – connect penalty with act not person g) Discipline Without Punishment – non-punitive approach that is more mature, positive, and better way to encourage a disciplined workforce.

i. Includes series of counseling sessions ii. Decision-making leave – paid lay-off gives employee time

to consider behavior and decide if they want to stay with organization or resign

h) Right to Appeal – ensures consistency; considers actual events i) Summary