Leadership chapter 12/13

ad hoc design

-- design is a modification of the bureaucratic structure and is sometimes used on a temporary basis to facilitate completion of a project within a formal line organization. The ad hoc structure is a means of overcoming the inflexibility of line structure and serves as a way for professionals to handle the increasingly large amounts of available information. Ad hoc structures use a project team or task approach and are usually disbanded after a project is completed. This structure's disadvantages are decreased strength in the formal chain of command and decreased employee loyalty to the parent organization.

the key to establishing and keeping authority and power in an organization is for the leader-manager to be able to accomplish four separate tasks:

-Maintain a small authority-power gap. -Empower subordinates whenever possible. -Use authority in such a manner that subordinates view what happens in the organization as necessary. -When needed, implement political strategies to maintain power and authority.

Action Plan for Increasing the Power of the Nursing Profession

-Place more nurses in positions that influence public policy. -Increase level of nurses' understanding regarding all health-care policy efforts. -Build coalitions within and outside of nursing. -Promote greater research to strengthen evidence-based practice. -Support nursing leaders. -Pay attention to mentoring future nurse-leaders and leadership succession. -Stop nurses from acting like victims.

Organizational climate

: how employees perceive an organization

informational power

: power gained by possession of information that others must have to accomplish their goals. This source of power is obtained when people have information that others must have to accomplish their goals.

informal structure includes:

I.S. includes employees' interpersonal relationships, the formation of primary and secondary groups, and the identification of group leaders without formal authority.

Informal structure

Informal structure is generally a naturally forming social network of employees. Itis the informal structure that fills in the gaps with connections and relationships that illustrate how employees network with one another to get work done. Because informal structures are typically based on camaraderie, they often result in a more immediate response from individuals, saving people's time and effort. People also rely on informal structure if the formal structure has stopped being effective, which often happens as an organization grows or changes but does not reevaluate its hierarchy or work groups (Schatz, 2016).

Organizational structure

Organizational structure refers to the way in which a group is formed, its lines of communication, and its means for channeling authority and making decisions.

14 Foundational Forces of Magnetism for Magnet Hospital Status

Quality of nursing leadership, Organizational structure, Management style, Personnel policies and programs, Professional models of care Quality of care, Quality improvement, Consultation and resources, Autonomy, Community and the hospital, Nurses as teachers, Image of nursing Interdisciplinary relationships, and Professional development

Six Driving Forces to Increase Nursing's Power Base

The timing is right The size of the nursing profession Nursing's referent power Increasing knowledge base and education for nurses Nursing's unique perspective Desire of consumers and providers for change

This is often termed flattening the organization.

With increased financial pressures on health-care organizations to remain fiscally solvent and electronic communication technology advances, many have increased their spans of control and reduced the number of administrative levels in the organization.

Charismatic power

a personal power gained by personal magnetism or charm. Referent power is gained only through association with powerful others, whereas charisma is a more personal type of power.

Participatory management/decision making:

implies that others are allowed to participate in decision making over which someone has control

Glass ceiling:

intangible barriers to advancement, generally experienced by women or minorities

A matrix organization structure

is designed to focus on both product and function. Function is described as all the tasks required to produce the product, and the product is the end result of the function. decision making can be slow because of the necessity of information sharing, and it can produce confusion and frustration for workers because of its dual-authority hierarchical design. A matrix organization has less formal rules and less formal hierarchy.

Expert power

is gained through knowledge, expertise, or experience. Having critical knowledge allows a manager to gain power over others who need that knowledge. This type of power is limited to a specialized area.

Punishment or coercive power

, the opposite of reward power, is based on fear of punishment if the manager's expectations are not met. The manager may obtain compliance through threats (often implied) of transfer, layoff, demotion, or dismissal. The manager who shuns or ignores an employee is exercising power through punishment, as is the manager who berates or belittles an employee.

Centralized decision making:

Centralized decision making: decisions that are made by a few managers at the top of the hierarch

First-level managers

First-level managers are concerned with their specific unit's workflow. They deal with immediate problems in the unit's daily operations, with organizational needs, and with personal needs of employees. The effectiveness of first-level managers tremendously affects the organization. First-level managers need good management skills. Because they work so closely with patients and health-care teams, first-level managers also have an excellent opportunity to practice leadership roles that will greatly influence productivity and subordinates' satisfaction. Examples of first-level managers include primary care nurses, team leaders, case managers, and charge nurses.

Formal structure

Formal structure, through departmentalization and work division, provides a framework for defining managerial authority, responsibility, and accountability. In a well-defined formal structure, roles and functions are defined and systematically arranged, different people have differing roles, and rank and hierarchy are evident.

Middle-level managers

Middle-level managers coordinate the efforts of lower levels of the hierarchy and are the conduit between lower and top-level managers. Middle-level managers carry out day-to-day operations but are still involved in some long-term planning and in establishing unit policies. Examples of middle-level managers include nursing supervisors, nurse-managers, head nurses, and unit managers.

scalar chain

The decision-making hierarchy, or pyramid, is often referred to as a .

Top-level managers

Top-level managers look at the organization as a whole, coordinating internal and external influences, and generally make decisions with few guidelines or structures. Examples of top-level managers include the organization's Chief Operating Officer or CEO and the highest level nursing administrator

Five Model Components Required for Magnet Status

Transformational leadership Structural empowerment Exemplary professional practice New knowledge, innovation, and improvements Empirical quality results

Queen bee syndrome:

activities and behaviors used to keep others from power; typically a female-to-female interaction close

line organization:

authority and responsibility are clearly defined; typical bureaucratic structure

Authority is

defined as the official power to act. It is power given by the organization to direct the work of others. A manager may have the authority to hire, fire, or discipline others.

Flat organizational designs

designs are an effort to remove hierarchical layers by flattening the chain of command and decentralizing the organization. In flattened organizations, there continues to be line authority, but because the organizational structure is flattened, more authority and decision making can occur where the work is being carried out.

Decentralized decision making

diffuses decision making throughout the organization and allows problems to be solved by the lowest practical managerial level. this means that problems can be solved at the level at which they occur, some delays may occur in decision making if the problem must be transmitted through several levels to reach the appropriate individual to solve the problem. As a rule, however, larger organizations benefit from decentralized decision making.

Shared governance:

egalitarian organizational governance shared among board members, committees, staff, and management, impacting decision making and communication. alt to bureaucratic structure. This empowers decision makers and gives nurses authority and control by being accountable. The stated aim of shared governance is the empowerment of employees within the decision-making system. Shared governance requires a substantial and long-term commitment on the part of the workers and the organization.

formal organization

emphasis is on organizational positions and formal power,

The manager will have bridged the authority-power gap if

followers (a) perceive that the manager is doing a good job, (b) believe that the organization has their best interests in mind, and (c) do not feel controlled by authority.

grapevine communication

grapevine communication: communication channels, is at the heart of the informal organization; it is the conversations that occur in the break room, down the halls, during the carpool, and in btw work that allows the relationships of informal groups to develop. In addition, social media sites and electronic communication such as e-mail and text messages are also used to facilitate communication among informal group members. Although grapevine communication is fast and can facilitate information upward, downward, and horizontally, it is difficult to control or to stop. With little accountability for the message, grapevine communication often becomes a source for rumor or gossip.

joint practice committees

group structures developed to assume the power and accountability for decision making and professional communication in an egalitarian structure like shared governance:

Reward power

is obtained by the ability to grant favors or reward others with whatever they value. The arsenal of rewards that a manager can dispense to get employees to work toward meeting organizational goals is very broad. Positive leadership through rewards tends to develop a great deal of loyalty and devotion toward leaders.

Nurses must be represented in

mass, in some way, before they will be able to significantly impact the decisions that directly influence their own profession.

Span of control:

number of people directly reporting to any one manager or officer. The narrower the span, the greater is the number of levels in an organization

organization chart

organization chart is a picture of formal organization it can help identify roles and their expectations.

Legitimate power is

position power. Authority is also called legitimate power. It is the power gained by a title or official position within an organization. Legitimate power has inherent in it the ability to create feelings of obligation or responsibility. The socialization and culture of subordinate employees will influence to some degree how much power a manager has due to his or her position.

Referent power:

power obtained because of identification with a leader or with what that leader symbolizes. People may also develop referent power because others perceive them as powerful. This perception could be based on personal charisma, the way the leader talks or acts, the organizations to which he or she belongs, or the people with whom he or she associates. People who others accept as role models or leaders enjoy referent power.

Organizational culture:

set of symbols and interactions that defines an organization's ways of thinking, behaving, and believing as well as its values, language, tradition, customs, and "sacred cows" that are absolute and not open to discussion or change

Empowerment creates and sustains a work environment that

speaks to values, such as facilitating the employee's choice to invest in and own personal actions and behaviors that result in positive contributions to the organization's mission.

Power:

that which enables one to accomplish goals; the capacity to act or the strength and potency to accomplish something. Having power gives one the potential to change the attitudes and behaviors of individual people and groups.

Politics:

the art of using legitimate power wisely. It requires clear decision making, assertiveness, accountability, and the willingness to express one's own views. It also requires being proactive rather than reactive and demands decisiveness.

informal organization

the focus is on the employees, their relationships, and the informal power that is inherent within those relationships

chain of command

the formal paths of communication and authority.

Authority-power gap

the gap that sometimes exists between a position of authority and subordinate response

Centrality:

the location of a position on an organization chart where frequent and various types of communication occur. A middle manager has a large degree of centrality because this manager receives information upward, downward, and horizontally.

Groupthink:

thinking that is unduly influenced by group pressure to reach a consensus decision; discourages individual creativity and personal responsibility and encourages conformity close

Stakeholders:

those entities in an organization's environment (internal or external) that play a role in the organization's health and performance or that are affected by the organization. Every organization should be viewed as being part of a greater community of stakeholders.