leadership test 2

groupthink

Groupthink occurs when there is too much conformity to group norms, fail to take risk by disagreeing leadership members should teach members to avoid groupthink by -- demonstrating critical thinking --Being a role model who allows his/her ideas to be challenged

effective labor management for unions

Managers working with newly formed unions often experience acceptance along a continuum. Managers must learn to work with unions and develop the art of using unions to assist the organization in building a team effort to meet organizational goals.

advantages of organizational charts

Maps lines of decision-making authority Helps people understand their assignments and those of their coworkers Reveals to managers and new personnel how they fit into the organization Contributes to sound organizational structure Shows formal lines of communication

national labor relations act

the NLRA establishes certain protections for private sector employees who want to form or join a labor union. These protections do not extend to nursing supervisors or those who have the authority to hire, fire, promote, assign, discipline, reward, direct, or adjust grievances by use of independent judgment.

span of control

Refers to the number of people directly reporting to any one manager and determines the number of interactions expected of him or her Too many people reporting to a single manager delays decision making, whereas too few results in an inefficient, top-heavy organization

stakeholders

Those entities in an organization's environment that play a role in the organization's health and performance, or that are affected by the organization May be internal (pt, physician) and external (unions and professional, local business) Every organization should be viewed as being part of a greater community of stakeholders

managers prohibited activities in union

Threatening employees Interrogating employees Promising employee rewards for ceasing unionization Spying on employees Nurse managers are legal spokespersons for hospitals with actions closely monitored by the NLRB

centrality

Where a position falls on an organization chart Degree of communication of a particular management position The middle manager often has a broader view of the organization Why? (they see both ends-com with staff and uppers) Decisions are made by a few managers at the top of the hierarchy

wagner act

guaranteed the right of unions to organize and to collectively bargain with management.

unions

organizations of workers who bargain with employers as a group

greivance

perception that management has failed in some way to meet the labor agreement

too many committees=

poorly designed organizational structure

lockout

closing a business by management due to a labor dispute to force employees to accept management terms

agency shop and union shop

Agency Shop (OPEN Shop)- Employees are not required to join the union Union Shop (CLOSED Shop)- All employees are required to join the union and pay dues

mediation

(Conciliation)- activity of a third party to help those in a dispute to reach an agreement. no final decision-making power

informal organizational structure

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

interprofessional approach

-The focus is more on tasks that are part of an individual's profession and then blending these tasks this makes the unity of command difficult in large organization

steps to establishing a union

1. Demonstrate an adequate level of desire among the employeesa. -At least 30% of employees must sign an interest card b. -Most require 60-70% interest before investing in a union venturec. -Usually kept top secret from the employer 2. The organization must have an election a. 50% + 1 of the petitioned units must vote for unionization b. No representation means voters do not want a union To get rid of a union (Decertification) 30% of eligible employees in the bargaining unit petition to longer be represented by the union

5 requirements of magnet hospitals

1. Transformational leadership 2. Structural empowerment 3. Exemplary professional practice 4. New knowledge, innovation, and improvements 5. Empirical quality results

14 forces for magnetism of magnet hospitals

1. Quality of nursing leadership 2. Organizational structure 3. Management style 4. Personnel policies and programs 5. Professional models of care 6. Quality of care 7. Quality improvement 8. Consultation and resources 9. Autonomy 10. Community and the hospital 11. Nurses as teachers 12. Image of nursing 13. Interdisciplinary relationships 14. Professional development

Bureaucracy organizational design

A clear division of labor A well-defined hierarchy of authority Impersonal rules System for dealing with work situations System of rules for covering the rights and duties of each position Employment must be based on technical competence

to be productive committees should have

An appropriate number of members --of diverse genders and cultural backgrounds --who are interested and affected by the committee's goal Prepared agendas Clearly outlined tasks Effective leadership

8 organizational culture styles

Caring: focus on relationships and mutual trust Purpose: emphasize shared ideals and contributing to a greater cause. Learning: characterized by exploration, expansiveness, and creativity Enjoyment: expressed through fun and excitement, spontaneity and a sense of humor. Results: characterized by achievement and winning, emphasis on goal accomplishment. Authority: competitive to gain personal advantage, emphasis on confidence and dominance. Safety: defined by planning, caution, and preparedness, desire to feel protected and anticipate change, emphasize realism and planning ahead Order: focused on respect, structure, and shared norms, play by the rules to fit in, emphasis on cooperation and time-honored customs

strike

Concerted withholding of labor supply to bring about economic pressure on employers and cause them to grant employee demands

disadvantages in organizational charts

Does not show the informal structure of the organization Does not indicate the degree of authority held by each line position May show things as they are supposed to be or used to be rather than as they are Possibility exists of confusing authority with status

why nurses join unions

Increase input into decision-making A feeling of powerlessness Eliminate favoritism and discrimination Meet a social need for acceptance Large groups of employees are less dispensable Wages are typically higher Required to in employment agreement Believe it will improve patient outcomes and quality of care

shared governance

Introduced in the 1980s Nurses at every level play a role in the decisions that affect nursing activity throughout the system Nurse-managers move out of traditional industrial model Usually defined by a structure of rules or bylaws Requires a substantial and long-term commitment on the part of the workers and the organization The stated aim of shared governance is the empowerment of employees within decision-making systems.

Types of Organizational Structures

Line- bureaucratic design Ad Hoc- temporary Service Line- care centered organizations Flat

union organizing strategies

One-on-one and group meetings Brochures and leaflets Pressure on the hospital corporation through media and community contacts Political pressure of regional legislators and local lawmakers Corporate campaign strategies Activism of local employees Lawsuits Applying pressure by financiers Technology

magnet hospitals

Research was conducted to identify the characteristics of hospital that were successful at recruitment and retention...... Findings: High performing hospitals, participatory management. Associated with superior performance and improved patient outcomes. Only about 8% of hospitals in US have achieved this.

scalar chain

The decision-making hierarchy, or pyramid, is often referred to as a scalar chain Reviewing organizational charts helps determine where decisions are made within an organizational hierarchy Though every manager has some decision-making authority, the types and levels of decisions depend on the manager's placement on the organizational chart

organizational culture

The values and behaviors that contribute to the unique social and psychological environment of an organization A sum total of values, language, past history, formal and informal communication, and the rituals of an organization Success in building a new culture often requires new leadership and/or outside analysis

unity of command

Vertical solid line between positions on the organizational chart t One person/one boss Promotes less confusion and greater productivity It is difficult to maintain in some large health-care organizations-

centralized decision making**

a few managers at the top of the hierarchy make most of the decisions

committees

a group of people appointed for a specific function, typically consisting of members of a larger group.

Formal Organizational Structure

authority) the emphasis is on organizational positions and formal power

Flat Organizational Structure

characteristic of decentralized companies with relatively few layers of management

decentralized decision making***

decision making is diffused throughout the organization problems are solved by the lowest practical managerial level problems can usually be solved at the level at which they occur

Arbitration

final step in a grievance process, involves a third-party reviewer for fact finding final decision making

is one boss one person rule zmart?

makes it difficult when orders are coming from different people one boss is better

levels of management

top managers (BOD, cheif executive officer and admin) middle managers (supervisors, department heads) first-line managers (team leaders, charge nurses and primary care nurses, case managers)