PAD4930 Final

Intrinsic Rewards: Intangibles

-Healthy relationships - feeling a sense of connection -Meaningful vs. meaningless work -Competence -Choice and participation in decision-making -Progress - accountability, meeting milestones

Socio-Emotional Skills

-Interpersonal relations -Teamwork -Empathy -Self-awareness -Self-discipline

Team

-Functional staff, such as nursing and rehabilitation personnel, are assigned to a specific program such as geriatrics and report for programmatic purposes to the program director of geriatrics. -Group of people with complementary skills who are committed to a common approach for which they hold themselves mutually accountable, working together to achieve a common goal

Staffing

-Acquiring and retaining human resources. -Developing and maintaining the workforce through various strategies and tactics.

Intrinsic Factor Theories of Motivation

-Adams' Equity Theory -Vroom's Expectancy Theory -Locke's Goal Setting Theory

Organizational Behavior Level 1: Individual

-Assumptions -Perceptions -Personality

Thinking Skills

-Critical thinking -Reasoning -Problem-solving -Decision-making -Mental flexibility

Population Health

-Distribution of health outcomes within a specific population -Use to measure organizational success -Determine reimbursement

Patient Protection/Affordable Care Act

-Does not provide full health care reform -Altering the way health insurance is administered -Call for a new breed of health care leaders -Cycle through phases of foresight, insight, and action -Key elements of success will be perspective, adaptability, and passion

Decisional Roles

-Entrepreneur - to innovate and improve. -Disturbance handler - to resolve problems and disagreements. -Resource allocator - to distribute resources.

Motivational Strategies

-Expect the best. -Communicate; address the big picture. -Reward desired behavior. -Create a FUN approach. -Reward to enhance performance and motivate. -Tailor rewards. -Focus on revitalizing employees. -Create ways to reward excellence. -Get people to take responsibility for their own motivation. -"Do unto others." -Play to employee strengths, promote high performance, focus on how they learn. -Compliment more often than criticize. -Acknowledge the importance of work/life balance.

Organizational Behavior Level 2: Group

-Leadership -Teamwork -Decision making -Power -Conflict

Organizational Management

-Managers must work together as part of the larger organization to ensure organization-wide performance and organizational viability. -Success of the organization depends upon the success of its individual parts, and effective collaboration is needed to ensure that this occurs.

Extrinsic Rewards: Tangibles

-Money -Benefits -Flexible schedules -Job responsibilities -Promotions -Status changes -Supervision -Praise/feedback -Good boss -Strong leader -Inspirational people -Nurturing organizational culture

Informational Roles

-Monitor - to gather information and evidence. -Disseminator - to share and exchange information. -Spokesperson - to provide information externally.

Motivation

-Motive: "something (a need or desire) that causes a person to act." -Motivate: "to provide with a motive." -Motivation: "the act or process of motivating."

Interpersonal Roles

-Negotiator - to represent organization externally. -Leader - to direct organization members to reach goals. -Liaison - to develop external relationships. -Figurehead - symbolic external representative.

Organizational Behavior Level 3: Collective

-Organization of work -Structure of authority -Power relationships -Design organization systems -HRM (hiring, training, appraisal, compensation) -Organizational culture -Organizational learning and adaptation

Maslow's Hierarchy of Needs

-Physiological needs - food, water, sexual drive, etc. -Safety needs - shelter, jobs, pay, etc. -Belonging needs - social interactions, etc. -Esteem needs - status, recognition, etc. -Self-actualization needs - achievement, personal development and growth, etc.

Skinner's Reinforcement Theory (Extrinsic)

-Positive reinforcement -Avoidance learning = Negative reinforcement -Punishment -Extinction

Patient-Family Centeredness

-Providers empower patients and their families -Making more direct healthcare decisions -Leaders must be actively engaged

Talent Management

-Recruitment, retention, training, and development of highly skilled employees is critical to health care organizations. -Health care organizations compete with each other for the brightest and the best talent.

Stakeholders

-Stakeholders, including insurers, state and federal governments, and consumer advocacy groups, are expecting, and in many cases demanding, acceptable levels of performance in health care organizations. -Want to make sure that services are provided in a safe, convenient, low-cost, and high-quality environment.

Management Theories of Motivation

-Taylor's Scientific Management Theory -McGregor's Theory X and Theory Y -Ouchi's Theory Z -Integrative Model of Motivation

Unit/Team Management

-The expertise of the manager at this level involves managing others in terms of effectively completing the work through task interdependence. -Includes assigning work tasks, review and modification of assignments, monitoring and review of individual performance, and carrying out the management functions described previously.

Matrix Model

-that a strict functional structure may limit the organization's flexibility to carry out the work, and -that the expertise of other disciplines is needed on a continuous basis.

Cognition

-the mental processes of thinking. -Perceive and attend to (notice) information. -Process information. -Order information to create meaning.

Vision

A desired future state describing what the HSO will be recognized and known for.

Hierarchy of Management

Authority, or power, is delegated downward in the organization, and that lower-level managers have less authority than higher-level managers whose scope of responsibility is much greater.

Growth Mindset

Belief that intelligence and abilities can be changed and developed further. The person values learning, is resilient when challenged

Fixed Mindset

Belief that intelligence and abilities cannot be changed or developed. The person avoids risk of failure, blocks own growth.

Network Leader

Connects people across disciplines, organizational departments, and regions (more external focus).

Strategic Leader

Defines purpose and vision and aligns people, processes, and values (internal and external focus).

Leadership Development

Educational interventions and skill-building activities designed to improve the leadership capabilities of individuals

Operational Leader

Has functional oversight responsibilities (more internal focus).

Social Cognition

How we perceive and judge other people and ourselves. Social cognition exhibits many of the same habitual distortions discussed earlier: -Automatic thinking ('first impressions' of others). -Selective perception of others. -Mental representations guide judgments of others. -Examples: attributions, biases, and categorization.

Mindsets

Implicit assumptions about personal abilities and characteristics

Management

The process, comprised of social and technical functions and activities, occurring within organizations for the purpose of accomplishing predetermined objectives through human and other resources.

Directing

Initiating action in the organization through effective leadership and motivation of, and communication with, subordinates.

Service Line

Manager heads a specific clinical service line (e.g., cardiology) with accountability for staffing, resource acquisition, budget, and financial control.

Controlling

Monitoring staff activities and performance and taking the appropriate actions for corrective action to increase performance.

Non-Direct Care Settings

Not directly involved in providing care to persons needing health services, but rather support the care of individuals through products and services made available to direct care settings.

Change Management

Organizational change is a structured management approach to improving the organization and its performance, and is based on knowledge of performance gaps

Values

Principles the organization believes in that guide activities.

Organization

Refers to the overall design of the organization or the specific division, unit, or service for which the manager is responsible. Further, it means designating reporting relationships and intentional patterns of interaction. Determining positions, teamwork assignments, and distribution of authority and responsibility are critical components of this function.

Vertical Structure

Size and complexity of the specific health services organization will dictate the particular structure.

Mental Representation

Templates that organize information and experience and underlie our knowledge, beliefs, and assumptions. -Contain concepts that organize knowledge and shape our interpretations. -Stored representations are preconceptions that provide quick, preconscious judgments. -Examples: schema, mental models, mindsets.

Organizational Culture

The beliefs, attitudes, and behaviors that are shared among organizational members.

Succession Planning

The concept of taking actions to ensure that staff can move up in management roles within the organization, in order to replace those managers who retire or move to other opportunities in other organizations.

Self-Management

The individual manager must be able to effectively manage himself or herself, as well as time, information, space, and materials; being responsive and following through with peers, supervisors, and clients.

Mission

The organization's purpose.

Decision Making

This function is critical to all of the aforementioned management functions and means making effective decisions based on consideration of benefits and the drawbacks of alternatives.

Planning

This function requires the manager to set a direction and determine what needs to be accomplished. It means setting priorities and determining performance targets.

Interpersonal Skills

Those skills that enable a manager to communicate with and work well with other individuals, regardless of whether they are peers, supervisors, or subordinates.

Conceptual Skills

Those skills that involve the ability to critically analyze and solve complex problems.

Technical Skills

Those skills that reflect expertise or ability to perform a specific work task.

Implicit Theories

Unconscious preconceptions about how the world works and how people behave

Organizational Schema

a common viewpoint shared by organization members that serves as a form of organizational thinking

Cognitive Evaluation

a judging process to mentally organize and classify new information

Role Schema

appropriate behaviors and expectations for a social category

Socio-Emotional Intelligence

the ability to sense, understand, and effectively respond to others' emotions

Discrimination

behaving differently towards or treating members of a group differently

Heuristics

cognitive shortcuts that simplify thinking and can cause bias

Coercive Leadership

demanding and power based

Best Practices of Managers

employee engagement, staff acquisition and development, staff frontline empowerment, and leadership alignment and development

Fundamental Attribution Error

erroneously attributing someone's behavior to their internal disposition or factors they can control, rather than external circumstances they cannot control

Automatic Thinking

fast, unconscious, easy, uses intuition

Affinity Bias

favoring others because we like them

Similar-to-me bias

favoring those we see as being like us

Emotions

feelings towards people, things, and events (implicit in all cognition).

Coaching Leadership

focusing on personal development

Stereotype

generalized cognitive beliefs about expected attributes of individuals who belong to a group

Interpretive Schema (frames)

guide interpretation by focusing attention and organizing understanding

Prejudice

holding certain emotional attitudes (positive or negative) toward members of a social group

Event Schema

how certain events should occur

Cognitive Consistency

integrate new information by comparing it to prior knowledge and deciding how well it fits existing knowledge and beliefs

Availability Heuristic

judging the importance of information because it is easy to recall

In-Group Bias

making positive judgments about others who belong to the same social group we belong to

Perception and Information Processing

noticing and integrating new information.

Confirmation Bias

noticing and placing more emphasis on information that agrees with our existing beliefs

Overconfidence Bias

overestimating the accuracy of our own judgements

Explicit Bias

overt prejudice in which the actor is consciously aware of stereotyping or discriminating

Selective Perception

perceptions are unconsciously filtered by preconceptions, experience, and situational cues

Halo Effect

positive or negative information about others on one dimension colors our judgment about them on a different dimension

Direct Care Settings

provide care directly to a patient, resident, or client who seeks services from the organization.

Person Schema

representations of a certain person's traits and actions

Mental Models

representations that define what we expect/perceive in a situation and how we interpret it.

Pacesetting Leadership

setting high performance standards

Deliberate Thinking

slow, conscious, controlled, effortful, uses reasoning

Participative Leadership

soliciting input and allowing decision making

Implicit Bias

subtle and unconscious prejudice towards others, hidden from the actor's direct awareness

Biases

systematic errors in thinking and judgment

Effectiveness of Leadership Development Programs

talent reviews, 360-degree feedback, career development planning, job rotations, developmental assignments

Perception

the automatic cognitive process of acquiring information

Attention

the automatic cognitive process of noticing and focusing attention on a stimulus

Attribution Theory

the brain's innate tendency to explain the causes of behavior and outcomes

Categorization

the cognitive process of grouping people into social categories

Decisions

thinking speed and heuristics create biases.

Attribution

to make an inference about what causes something to happen

Bias Blind Spot

we believe others are more influenced by biases than we are