Test 1 organizational behavior

Perception

(closely related to attitudes) -the process by which organisms interpret and organize sensation to produce a meaningful experience of the world.

Content theories of motivation

*(also referred to as needs theories)* -explain the specific factors that motivate people. -answer the question: "what drives behavior?" -helps managers understand what arouses, energizes, or initiates employee behavior

Herzberg job satisfaction and dissatisfaction

*SATISFACTION:* (Motivators) Achievement, Recognition, Work Itself, Responsibility, Advancement *DISSATISFACTION:* (Hygiene Factors) Company policies, Administrative Policies, Supervision, Salary, Interpersonal Relations, Working Conditions

Vroom VIE Theory

*Valence:* strength of the individual's want or need for, or dislike of, a particular outcome *Instrumentality:* an individual's perception that his/her performance is related to other outcomes (+ or -) *Expectancy:* an individual's perception that his/her effort will positively influence his/her performance

Hofstede research power distance

*power distance*: measure of how a society deals with physical and intellectual inequalities and how the culture applies power and wealth relative to its inequalities -group-interest cultures have large power distance -important dimensions for organizational leadership are individualism/collectivism and power distance and most important for decision-making are power distance and uncertainty awareness

Flows of communication network

*upward flow:* provide mangers with info to make decisions, identify problem areas, collect data for performance assessments, determine staff morale, and reveal employee thoughts /feelings about the organization *downward flow:* involves passing information from supervisors to subordinates · Includes verbal/non-verbal communication · Meeting with employees, written memos, newsletters, bulletin boards, procedural manuals, clinical/administration information systems *horizontal flow:* sharing of information among peers at similar levels to keep organizational staff informed of all current practices, policies, and procedures · examples include committees, task forces, and cross-functional project teams *diagonal flow:* the least-used channel of communication in health care organizations · Useful in health care for efficient communication and coordination of patient care · example: when the director of nursing asks the data analyst in the medical records dept to generate a monthly report for all patients in the intensive care unit

Leadership Traits

-80 different traits were identified across the 20 studies and only 5 were common to 4 or more of the investigation -no clear set of traits upon which we can distinguish great leaders emerged

Human Resources Management

-A micro approach to "managing" people. -It emphasizes systems, processes, procedures, and so forth for personnel management and is usually housed in functional unit within organizations.

Inequity Resolution Methods

-Altering inputs -Altering outcomes -Cognitively distorting inputs or outcomes (self) -Leaving the field -Distort the inputs or outcomes of the comparison other -Changing the comparison other

Price Waterhouse v. Hopkins legal case

-Ann Hopkins was denied a partnership at Price Waterhouse and charged that gender stereotyping had played a role in the decision -Price Waterhouse countered that Hopkins had interpersonal problems and was considered too "macho" for the position -They told her to walk, dress, talk more femininely -She brought it to Supreme Court and won

How employees gain power

-Create a sense of obligation -Building a reputation as an expert in a certain area -Identification -Perceived dependence

Theory Y

-Created by Douglas McGregor. -This theory proposed managers perceive their employees as positive or optimistic. They are motivated by the satisfaction and self-esteem achieved from the work they do. People are ambitious and capable of directing their own behaviors. People are committed to achieving organizational goals through creativity and shared decision-making.

Alderfer's ERG Theory

-Does not require an individual to satisfy a lower-level need for a higher-level need to become the driver of the person's behavior. -It accounts for differences in need preferences between, cultures; therefore, the order of needs can be different for different people. - An important aspect of this is the frustration-regression principle which explains that when a barrier prevents an individual from obtaining a higher-level need, a person may "regress" to a lower-level need (or vice versa) to achieve satisfaction.

Geriatric patients medical providers ageism

-HC professionals do not receive enough training in geriatrics to properly care for older patients

House's Path Goal Leadership Theory

-House suggests that effective leaders provide the path, support, and resources to assist subordinates in attaining organizational goals -4 separate components: 1. Leadership Behaviors o directive leader o supportive leader o participative leader o achievement-oriented leader 2. Environmental Contingency Factors 3. Subordinate Contingency Factors 4. Outcomes

Aggression

-It is a state of heightened motivation(This category of motivation is focused on an undesirable goal or behavior)

Instrumental Aggression

-Obtaining a goal the employing organization is unable to provide(Stealing, engaging in profitable assignments/ventures)

Maslow's Theory

-Physiological-hunger/ thirst -Safety -Love and Belonging -Self-Esteem -Self actualization Human behavior is not is not controlled only by internal or external factors, but by both, and that some factors have precedence over others.

Levels Of Reinforcement

-Research suggests that an employee's behavior will be repeated if it is associated with positive rewards and will not be repeated if it is associated with negative consequences. -Positive -Negative -Punishment -Extinction

University of Michigan Leadership Study

-Studies conducted to attempt to determine the most effective style of leadership *employee-centered focus* and *production-centered focus*

Optimistic attribution style

-The tendency to attribute negative outcomes to external factors(Usually not holding self responsible for outcomes) -The tendency to attribute positive outcomes to internal factors.(Taking credit for all positive outcomes)

Stereotype

-a conventional image applied to whole groups of people, and the treatment of groups according to a fixed set of generalized traits or characteristics. -stereotyping regarding race and ethnicity is problematic for HC orgs and professionals -providers have a tendency to stereotype groups (elderly, homeless, disabled, obesity)

Equity Theory

-a person evaluates his/her outcomes and inputs by comparing them with those of others *inputs:* things a person contributes to an exchange (experience, education, efforts, skills and abilities) *outcomes:* things that result from the exchange (salary, bonuses, promotions, recognition) -equity exists when the ratio of a person's outcomes to inputs is equal to the ratio of others' outcomes and inputs -inequity exists is based on the individual's perceptions of inputs/outcomes -won't exist if the person has high inputs and low outputs -inequity exists when underpaid/overpaid

Cultural Competency

-an understanding of diverse cultures and belief systems -more than just cultural awareness or sensitivity

environmental contingency factors

-clarity of the task to be performed -hierarchical authority systems -group dynamics

Hygiene Factors

-describes factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction or motivation

Expectancy Theory Criticisms

-does not take into account the relationship between employee performance and job satisfaction

Virtual Integration

-emphasizes the coordination of health services through patient-management agreements, provider incentives, and information systems has increased. -evolved to meet the need for better technology and information infrastructures that allow for information sharing, patients care management, and cost control.

Employee motivation and organization performance

-employee motivation has a direct impact on health service organizations performance. therefore, mangers need to understand what motivates employees -by understanding what motivates employees, managers can assist them in reaching their fullest potential -factors that managers can control include salary, working conditions, interpersonal relationships

subordinate contingency factors

-employee's locus of control, knowledge, skills, and abilities

Unstable internal forces and attribution

-failures are caused by unstable internal factors such as insufficient effort, it is important for employees to make that attribution even if it is not the most desirable short-term conclusion -these accurate attributions help steer employees down the path toward empowerment, and managers can assist in the process by providing honest and accurate assessments of the cause of employee's performance

French and Raven perspective on power

-five bases/sources of power: *reward power:* ability to give rewards, something that holds value to another individual o Two components: o The individual (P) must perceive that the other person (O) has the ability to reward o The reward must have some value to P *coercive power:* ability to punish either by administering a punishment or by withholding something that an individual need or wants *legitimate power:* authority given to an individual on the basis of a given role or position (culture, social structure, and delegation of power) *referent power:* *expert power:* exists when P awards power to O on the basis of P's perception of O's knowledge within a given area

Expectancy Theory

-for any given situation, the level of a person's motivation will respect to performance is dependent upon: 1. The desire for a certain outcome 2. The perception that individual job performance is related to obtaining the desired outcome 3. The perceived probability that individual effort will lead to the required performance. -Dependent on three important factors: -Valence -Instrumentality -Expectancy

Preconceived Thoughts

-formed on the bias of varying personalities and backgrounds

Ohio State Study Weaknesses

-found that two dimensions of leadership were consistent among the studied groups: *consideration for people* and *initiating structure* *weakness=* situational factors were absent from the research

Tannenbaum and Schmidt Situational Factors

-how do managers determine where on the continuum they should position themselves? -determinants may include: · the manager's style of leadership · the culture of the organization · the complexity of the task at hand · the relationship between the manager and the employee

B F Skinner and reinforcement

-individual's behavior can be redirected through the use of reinforcement -suggests that an employee's behavior will be repeated if it is associated with positive rewards and will not be repeated if associated with negative consequences

Fiedler's Research

-individuals possess dominant leadership characteristics that are well established and generally inflexible -Fiedler believed that an individual's leadership style was grounded and somewhat inflexible thus, leaders would improve their overall effectiveness by being placed in situations that best suited their orientation o Leader-member relations o Task structure o Leader position power

Middle of the road manager

-manager appears to balance the concern for task and concern for people in an effort to boost morale and satisfaction "perfect politician"

Minority patients provider preference

-minority patients are more likely to choose HC providers who are of their own racial/ethnic background

Porter-Lawlet Satisfaction Performance Model

-model reflects that satisfaction results from performance itself, the rewards for performance, and the perceived equitability of those rewards -tells us two things: 1. if an individual is attracted by the value of the reward, if he/she perceives that a higher degree or effort of his/her part will lead to those rewards, and if employee has the necessary abilities and accurate role perceptions then the higher performance will result 2. if the intrinsic/extrinsic rewards an employee receives for higher performance are perceived as equitable then, satisfaction will result

Leader that operates in environmental uncertainty

-most likely to increase employee's levels of motivation, satisfaction, and productivity

Non-resilient and attributions

-people who are non-resilient are likely to make mistake in their attributions and are prone to blame others or themselves for their failures

Great Man Theory

-some people are born with the necessary attributes that set them apart from others and these traits are responsible for their assuming positions of power/authority

Medical procedures race and equal treatment

-study found significant variation in rates of medical procedures by race even when insurance status, income, age, and severity of conditions are comparable -racial/ethnic minorities receive even fewer routine medical procedures and experience a lower quality of health services than majority of population

Hawthorne Effect

-the bias that occurs when people know that they are being studied.

Leader-member relationships

-the degree of certainty, trust, and deference between the subordinate and the leader -the factor addresses the manager's perception of his/her cooperative relations with subordinates

Task Structure

-the extent to which job assignments are clear through the implementation of formalization and policy -this factor relates to whether the structure of the work task is highly structured, subject to standard procedures, and subject to adequate measures of assessment

Affordable Care Act & Medicare

-transformed Medicare from a passive payer to an active purchaser of higher quality, more efficient healthcare through the value-based purchasing (VBP) initiative -Medicare rule that denies payment for hospital-acquired conditions referred to as "never events" strongly encouraged patients safety efforts -there is an unequal relationship b/c of federal gov ability to enact new regulations that require major changed in how HC providers and suppliers conduct business

Frustration- Regression Theory

-when a barrier prevents on individual from obtaining a higher-level need, a person may "regress" to a lower-level need to achieve satisfaction -An individual/employee may have multiple needs to satisfy simultaneously-Focusing exclusively on one need will not effectively motivate an employee-Example - lack of ideal/expected work environment for social interaction, increase in desire for money or better working conditions may occur

Longest Rakich and Darr communication barriers

1. Environmental barriers are reduced if receivers and senders ensure that attention is given to their messages and that adequate time is devoted to listening to what is being communicated 2. A management philosophy that encourages the free flow of communication is constructive 3. Reducing the number of links diminished opportunities for distortion 4. The power/status barrier can be removed by consciously tailoring words and symbols so that messages are understandable reinforcing words with actions significantly improves communication among differing power/status levels 5. Using multiple channels to reinforce complex messages decreases the likelihood of misunderstanding

Leadership

A complex process by which a person sets direction and influences others to accomplish a mission, task, or objective, and directs the organization in a way that makes it more cohesive and coherent.

Dependency and Power

Creating dependency for smooth functioning and this can be within and outside the unit/organization

Management

Directs the work of employees and is responsible for results

Experts and Power

Generates from educational, professional and/or work experience, and expertise in specific job/work areas

Referent Power

Mainly deals with affective regard - more the want more the attraction and thus more the resulting power.

Attribution

Provide managers with a better understanding of the highly cognitive and psychological mechanisms that influence motivation levels.

Rationality Tactic

Using reason, logic, hearing others views before implementing or taking a decision

Organizational Behavior

an applied behavior science that emerged from the disciplines of psychology, sociology, anthropology, political science, and economics. It is the study of individual and group dynamics within an organizational setting.

Sublimation

an unconscious defense mechanism in which an individual diverts socially unacceptable instinctive drives into personally approved and socially acceptable channels

Grapevine

an unstructured and informal network founded on social relationships rather than organizational charts or job descriptions.

Chain communication network

communication occurs upward and downward and follows line authority relationships.

Hawthorne Studies Interviewing Program

extensive interviews with employees to determine the employees attitudes toward the company and their jobs. A major outcome was that researchers discovered that workers were not isolated, unrelated individuals; they were social beings and their attitudes toward change in the workplace were based upon 1) the personal and social conditioning (values, hopes, fears, etc.) they brought to the workplace, formed from their previous family or group associations, and 2) the human satisfaction the employees derived from their social participation with coworkers and supervisors. The researchers learned that an employee's expression of dissatisfaction may by a symptom of an underlying problem in the workplace, at home, or in the person's past.

Vertical Integration

focuses on the development of a continuum of care services to meet the patient's full range of health care needs.

Communication Barriers

obstacles to effective communication, typically defined in terms of physical, language, body language, cultural, perceptual, and organizational barriers. *environmental barriers:* 1. competition for time and attention 2. multiple levels of hierarchy 3. managerial philosophy 4. power/status relationships 5. organizational complexity 6. specific terminology *personal barriers:* 1. Frame of reference, 2. Beliefs, 3. Values, 4. Prejudice, 5. Selective perception, 6. Jealousy, 7. Fear, 8. Evaluate the source (sender), 9. Staus quo, 10. Lack of empathy

Consensus

relates to whether an employee's performance is the same as or different from that of other employees.

Nonverbal Communication

sharing information without using words to encode messages. *4 Forms:* 1. proxemics 2. kinesics 3. facial/eye behavior 4. paralanguage

Cultural differences provider-patient relationship

these differences affect the relationship

Horn effect

when a person evaluates another as low on many traits because of a belief that the individual is low on one trait that is assumed to be critical.