MANAGEMENT TEST 2

"Process-based view" of Management

"Process-based view" of Management: Defining the management role in terms of both management processes and organizational processes. Managers are the "strategic apex"---assure that the organizational structure is managed and process-oriented management roles. : '

Accomodation

...A popular method of dealing with conflict which entails giving the other side of party what they want; the least confrontational method, preserves the relationship

Individual level of Conflict

...Individual Level of Conflict: 1. Approach-Approach Conflict= Occurs when two options are equally attractive, approach-approach conflicts occurs within the person. This conflict results from from the person's to differentiate between the 2 alternatives. 2. Avoidance-Avoidance Conflict=when one has to choose between equally unattractive options; most prevalent type of intrapersonal conflict

Mixed-Motive Nature of Negotiation

...Mixed-Motive Nature of Negotiation: Creating value by finding integrative solutions requires primarily cooperative behavior, while claiming value along the distributive dimension of the negotiation requires competitive behavior. Parties can first integratively expand the pie and then negotiate the distribution of the enlarged pie. Processes of integration and distribution can occur simultaneously

Multi-party Negotiations

...Multi-party Negotiations The biggest difference is the increased complexity that occurs when parties are added to the negotiation. This complexity falls into 2 categories. 1.Interpersonal complexity increases as more people involved. 2. Sharing information to determine preference is more difficult with multiple parties. 3. It is difficult to determine if a bargaining zone exists 4. Building trust is more difficult 5. Coalition formation can have a major effect on the negotiation process and outcome. Coalition may be based on long-standing relationships or they may form during the negotiation process based on similar preferences. 6. Decision Rules= unanimity, majority rule, veto power

Reservation Price

...Reservation Price The point at which negotiator is indifferent between an impasse and an agreement, stated in terms of whatever units are being negotiated

2 Fundamental management roles within each healthcare enterprise

2 Fundamental management roles within each healthcare enterprise: 1. Enterprise-level management 2. Clinical system management While clinical system management role must focus on the provision and safety of direct services to patients, the enterprise-level managers must manage the enterprise's relationship and interaction with the external environment, and they must manage the rate of organizational adaptation to change and opportunities within the external environment.

3 Drawback of Parallel Organizational Design

3 Drawback of Parallel Organizational Design: 1. Increased cost of operation due to too much time spent in meetings 2. May assume responsibilities for routine decision which overrides the bureaucratic structure 3. Conflicts over perceived priorities and resource allocation may occur between parallel and bureaucratic structure

Organization Design & Life Cycles Phases

4 Organization Design & Life Cycles: Organizations go through predictable life cycles at different stages of its development. 1. Search Phase a. Newness, innovation, organization establishing its identity. b. Open & informal Organizational Design c. Function Design is best for new organizations 2. Success Phase a. Achievement in procuring patients, staff, & financial resources b. Organizational design becomes more formalized to handle larger operations. c. Use product-line or program design 3. Bureaucratic Phase a. Rigid conformity to rules and procedures; Organization isolated from its clients and get little feedback. c. Organization may decline due to inability to respond to changes in the environment d. Use parallel design to generate new ideas and maintain quality of services 4. Succession Phase a. Development of new ways of providing services and development of new units in the organization.

4 Situations in which organization's design should be reconsidered

4 Situations in which organization's design should be reconsidered: 1. The organization is having performance problems 2. Change in environment that directly influences internal politics (change in policies, capitation payments, sales) 3. Change in top leadership 4. New programs or product lines

5 key principles for assuring Quality

5 key principles for assuring Quality: 1. Successful QA requires individual and organizational commitment to develop the values and incentives of excellence 2. Responsibility for excellence must be decentralized so that professionals and staff responsible for care have the power to review and implement necessary changes 3. QA requires an approach that is comprehensive of all the groups in the hospital that can affect quality, including education, administration, and support services 4. QA is best targeted toward prioritized, specific needs rather being based on shotgun approach to identifying problems 5. QA should be continuously monitored for its effectiveness and adaptiveness to current organizational needs to ensure its contributions outweigh its costs.

Avoidance

Avoidance: People avoid conflict when both they and their organizations would benefit if they managed the conflict more proactively. If the issues involved in the conflict are trivial and the parties do not care much about their own outcome or the other party's outcome, avoidance may be the best strategy. Avoidance may be the best way to deal with conflict when someone else can resolve the problem more effectively or when the problem would be dealt in the future when both parties have cooled down

Benefits of the Parallel Organization Design

Benefits of the Parallel Organization Design: 1. Individual staff members are perceived to include expansion of power, opportunities to affect the organization's decisions, the feeling of being involved in the organizational issues, and the potential for individual growth 2. Increased performance and growth

Define Boundary Spanning Function

Boundary Spanning Function: The interface between the organization and its external environment. It is concerned with new developments in technology, regulation, changing demographics, competitive threats

Centralization

Centralization : The degree of centralization has implications on how quickly decisions get made, how effectively decisions are implemented, the ability of the organization to adapt to change, and how well the organization meets the accountability demands of external groups When majority of decisions are centered at the corporate office, the organization is said to be vertically centralized. In high-technology industries such as healthcare, greater vertical decentralization is expected because of the expertise at lower levels of the organization. As a general rule, decisions should be made at the lowest possible levels in the organization, especially when workers are professionals. Horizontal decentralization refers to the extent to which influence and decision making is shared laterally. Policy implementation and quality are major part of the centralized level.

Change processes

Change processes (longitudinal and dynamic processes with 4 stages over organizational or individual life cycles): 1. Creation 2. Growth 3. Transformation 4. Decline

Transactional Leadership

Clarification of the roles followers must execute in order to reach their personal goals while fulfilling the goals of the organization. Objective of this type of leadership is to get followers to comply by the rules of the game

Closed System

Closed System: Assumes that parts of the organization can be sealed off from the external environment. Management challenge is to maximize internal efficiency.

Community Care Networks

Community Care Networks: An integrated system of medical care, public health, and human service that is formed to: 1. Serve a common population defined at the community level 2. Provide consistent and coordinated access to services across care setting and along the continuum of care 3. Implement mechanisms for ensuring accountability to patients and to the general public 4. Manage the delivery of services within the context of fixed financial resources, such as through risk-adjusted capitation payments or global budgets 5. Pursue the objective of improving the health status of enrolled populations

Core Management Roles

Core Management Roles Mintzberg defines the mangers and organizes them into 3 domains--- informational, decisional, & interpersonal. He presents a model of the management job, beginning with the manager at the center of the model ans working out, layer by layer to include: a. Person in the job (skills, values, knowledge) b. Frame of the job c. Agenda of the work

Design Process

Design Process planned series of activities in which the organizational arrangements supportive of the mission and strategy are created. Changes in leadership, goals, or pure accident are reasons why design process may not occur in rational basis

Designing A Network

Designing A Network Definition: Network of organization compromises organizations that exist in a particular community or environment, which may be loosely or closely connected for a common purpose or serve common clientele Objective of Network Design: Ensure coordination of services and smoothness of client flow between organizations to maximize effectiveness. Key Task: Must identify the population served. Design process requires examining the nature of relationship among organizations in the network

5 categories of Work Groups designs for Physician Organizations

Designing Work Groups & Physician Organizations: Physician Organizations= structural mechanisms to facilitate integration of physicians into a network of integrated health systems 1. Can be grouped by knowledge & skill or by speciality 2. Grouped by work processes (ICU, Radiology e.g.) 3. Grouped by commonality of patients (Cardiology & Cardiac Surgery ) 4. Grouped by time (if they hold office at same time) 5. Grouped geographically (located in same hospital)

What factors must be considered when designing a position?

Designing a Position: In designing individual job or position for any level in the organization, consider the following parameters: 1. Breadth & scope of tasks that can be performed and the extent which the work can be standardized. 2. Skills & training needed 3. Whom the person is accountable to.

Distributive Dimension of Negotiation

Distributive Dimension of Negotiation The dimension along which any gain to one party necessarily corresponds to an equivalent loss for another party' the negotiated outcome stated the terms of the relative distribution among the individual parties of the resources being negotiated. Resolving negotiations that are distributive often entails compromise by both parties, as each party concedes a little at a time in reciprocal manner until they reach an agreement.

Divisional Organizational Design

Divisional Organizational Design 1. Often large academic centers that operate in environments of high environmental uncertainty exacerbated by relationships with medical school and high technological complexity because of intensive research activities. a. Teaching hospitals divided into traditional specialities. Collaborate model is used to provide leadership at the divisional level----that is physicians, nurses, and administrator combine their knowledge of both clinical and financial operations. 2. Common in pharmaceutical companies & health supplier organization 3. Best for situations where clear division are made within the organizations and semiautonomous units can be created. 4. Decentralizes decision making to the lowest level of the organization where the key expertise is available. Individuals have more autonomy for clinical and financial operations. Each Division has own internal management structure 5. Challenges occur during times of constrained resources due to competition for power & resources that creates friction. Difficult for managers to have consensus on which patient programs should be prioritized when managers cannot see the perspective of the whole organization.

Expectancy Theory of Motivation of Employees

Expectancy Theory: Expectancy Theory of Motivation explains the behavioral process of why individuals choose one behavioral option over another. It also explains how they make decisions to achieve the end they value. Vroom introduces Three components of Expectancy theory: Expectancy, Instrumentality, and Valence Expectancy is the belief that one's effort (E) will result in attainment of desired performance (P) goals. Usually based on an individual's past experience, self-confidence (self efficacy), and the perceived difficulty of the performance standard or goal. This will affect the individual's decision making process because they will ultimately choose behaviors that will ensure their desired goals. 2. Instrumentality is the belief that a person will receive a reward if the performance expectation is met. Factors associated with the individual's instrumentality for outcomes are trust, control and policies. 3. Valence: the value an individual places on the rewards of an outcome, which is based on their needs, goals, values and

Groupthink

Groupthink is a phenomenon that occurs in groups when the desire for harmony and consensus overrides member's efforts to appraise group judgements and decisions realistically. Self-censorship, collective rationalization, stereotyping others, and pressures to conform are signs of groupthink. Task Content Conflict prevents Groupthink Groupthink Signs: 1. Illiusion of invulnerability 2. Collective rationalization 3. Belief in inherent morality 4. Pressure to conform 5. Self-censorship 6. Illusion of unanimity 7. Stereotyping

Healthcare Clinical Enterprise Model

Healthcare Clinical Enterprise Model: 1. each clinical care system operates within the internal environment of the broader health care enterprise. 2. Each clinical care system depends on its enterprise management and governance structure to assure access to critical elements of the enterprise environment. Elements include capital market funds, public policy & legal environment, Medicare certification, institutional licensure.

Two-Factor Theory

Herzberg's Two-Factor Theory: Motivators (e.g. challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth,[4] and Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary. Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed to motivate an employee to higher performance. . Herzberg's theory concentrates on the importance of internal job factors as motivating forces for employees. He designed it to increase job enrichment for employees. Herzberg wanted to create the opportunity for employees to take part in planning, performing, and evaluating their work. He suggested to do this by: Removing some of the control management has over employees and increasing the accountability and responsibility they have over their work. Which would in return increase employee autonomy, authority and freedom. Providing regular and continuous feedback on productivity and job performance directly encouraging employees to take on new and challenging tasks and becoming experts at a task.

How do healthcare managers safety, efficiency, and quality of services?

How do healthcare managers safety, efficiency, and quality of services? 1. Interactions between the organization and its systematic environment 2. Rate and extent of organization transformation and adaptation 3. Appropriateness and mix of services offered, while assuring the quality, safety, efficacy, efficiency, and profitability of the organizations' core products and services relative to market & community needs

Human Relations School

Human Relations School: The focus of human relations school is the individual. This is one of the classical perspectives on organizations and has been applied to healthcare to emphasize the usefulness of participatory decision making Applied to organizations during development of total quality management and continuous quality improvement efforts. Emphasizes empowering individuals to take greater responsibility. Employees given greater autonomy to identify and solve problems. Challenge is to get senior management support.

Importance of Conflict Management

Importance of Conflict Management: 1. Growing competition from foreign companies. 2. Increase in corporate restructuring 3. Shift from manufacture-based to service-based economy because desired outcomes are more ambiguous and harder to specify in negotiated agreements

Importance of Organizational Design

Importance of Organizational Design: 1. The way in which an organization is designed also has considerable importance for the nature and content of the information system needed by the organization 2. Organization design specifies who has the power to make decisions. 3. It indicate which positions need what types of information and at what times. 4. Has implications on how performance will be evaluated and rewarded.

Importance of groups & teams in healthcare

Importance of groups & teams in healthcare 1. Team are the mainstays of life in healthcare 2. All clinical and managerial innovations depend on effective group performance. 3. Quality improvement methods are dependent on cross-functional teams

Assessment for Design

Important stage in preparing for redesign of organization to identify strengths and weaknesses in relation to the emission. It includes consideration of mission, external environment, internal organization, culture, HR, and political processes

Informal Groups

Informal Groups: 1. Definition= groups that are not directly established or sanctioned by the organization but form naturally in the organizations to fill personal or social interest or need. (Eg. car pool) 2. Informal groups can have negative impact (exclusionary groups leading to conflict eg) a. Managerial alternatives include formal employee involvement process to ensures that attitudes get fair hearing in the organizations. b. Negative informal groups can be a sign of employee dissatisfaction.

Institutional Theory

Institutional Theory: Emphasizes that organizations face environments characterized by external norms,rules, requirements,and relationships cause organizations to conform in order to get legitimacy: Quality improvement efforts must take into account regulatory and accreditation pressures and public expectations. While technical environments reward organizations for effective and efficient performance, institutional environments emphasize rewarding organizations for having structures and processes that are in conformance with the environment

Integrative Dimension of Negotiation

Integrative Dimension of Negotiation: The dimension along which one party can gain without another party necessarily incurring an equivalent loss' allow mutually beneficial outcomes to be discovered. Requires creative solutions that may not be considered prior to negotiation. Generally occurs due to two parties differing in the importance they place on two objectives. Benefits of finding an Integrative Agreement: 1. Party's outcome may be increased because a larger amount of resources are available to be distributed. 2. Opponent's satisfaction with the negotiation should increase as the outcomes get better leading to positive effect on the relationship and more stable agreement Integrative Bargaining Strategies: 1. Know your BATNA. Try to ascertain the other sides BATNA 2. Analyze your own and the other party's reservation prices to determine the bargaining zone 3. Set priorities on your interests and those of the other party 4. Construct multi-issue packages of offers that take into account differences between your own and the other party's prirorities

Jehn's Typology of Conflicts

Jehn's Typology of Conflicts: 1. Task content conflict= disagreements about the actual task being performed by organizational members. Focus of the conflict is on differing opinions rather than the goals of the people involved. 2. Emotional conflict= interpersonal incompatibilities among those working together on a task. Involves negative emotions and dislike of people. 3. Administrative conflict= awareness by the involved parties that there are controversies about how task accomplishment will proceed. (disgreements on individual responsiblities)

Key concepts in CQI/ TQM

Key concepts in CQI/ TQM: 1. Customer is central to every process. Processes are improved to meet the customer needs reliably and efficiently. 2. Two ways to improve quality: eliminate defects in the process and add features that meet the customer needs. 3. Main source of quality defects is problems in the process. Workers basically want to and succeed in carrying out the process correctly 4. Quality defects are costly in terms of internal losses by lowered productivity and efficiency, increased requirements for inspections and monitoring, and dissatisfied customers. Preventing defects in the process by careful planning saves resources. 5. Involve every worker in QI Use new structures such as teams & quality councils to advise and plan QI strategies.

Key success factors for product-line design

Key success factors for product-line design: 1. Strong management & financial system 2. Reward system to encourage risk-taking & innovation 3. Need to align authority and responsibility 4. Integrative mechanisms that cut across the product line ...development of steering committee. 5. Concentrated management development programs that focus on creativity, conflict management skills, and communication.

LEAD model of leadership

LEAD model of leadership: Proposes that differing degrees of task- and relationship oriented behavior produces 4 different leadership styles. (based on Hersey's situational leadership theory). Proposes that the most important contingency in selecting effective leadership style is follower task-related maturity. Maturity is a function of motivation, responsibility, and planning. A mature follower is highly motivated and able to assume responsibility. Effective leaders are those that adapt their leadership style to the maturity of the individual or group they are attempting to lead or influence. Effective leadership is when According to Hersey, ability level and willingness to do work can be cultivated by a good leader by raising the level of expectations. The most appropriate style of leadership is a function of individual/group maturity.

Transformational leadership

Leadership behavior directed toward upsetting the status quo, seeking to alter both the goal and nature of manager-follower interactions. The objective of this type of leadership is to work with followers to alter the rules of the game

Leadership Match Model

Leadership theory that holds that leaders are unable to alter their style to any appreciable degree. Hence, leadership effectiveness depends not on fitting one's style to the situation but rather selecting situations that are conducive to one's style

Leadership

Leadership: 1. Refers to the ability of individuals to influence other members toward the achievement of the team's goals. 2. Successful leaders communicate rationale for change, motivating other to exert necessary effort, and also minimize the difference between themselves and other members 3. In deciding upon leadership style, group leaders need to consider realistic terms their formal and informal authority within the group

Management Role in Organization Design

Management Role in Organization Design: The activities of design are responsibilities of senior management. Redesign of organization is ongoing process in which the design needs will changes as the organization's need change. Ideas about the type of design is derived from the organization's mission & strategic planning process.

Management Roles & Mind-Sets

Management Roles & 5 types of Mind-Sets (Gosling & Mintzberg) 1. Reflective mindset= in managing "self" 2. Analytic mindset= managing organizations 3. Wordly mindset= to aid in organizational context 4. Collaboration mindset= managing relationships 5. Action mindset= managing change & transformation.

Management processes

Management processes 1. Direction-setting processes a. communication, motivation, and rewards fro aligning individuals b. Learning about the organizational problems c. Framing, testing, and revising initiatives 2. Negotiating and selling processes 3. Monitoring & controlling processes

Framework for Employee Motivation & Maslow's Hierarchy of needs

Maslow's theory for management keeps managers aware of employee's higher level needs when considering motivational strategies. Framework for Employee Motivation & Maslow's Hierarchy of needs: 1. Psychological Needs (food, water, shelter, sex)--met by adequate wages and satisfactory work environment 2. Security---met by grievance system, job continuity, adequate health insurance and retirement package. 3. Belongingness---acceptance by peer, social processes---managers can encourage team work and sensitivity to employee's family problems 4. Esteem needs (Self-respect & recognition)---managers can address the esteem needs by providing signs of accomplishments such as job titles, public recognition, praise 5. Self-actualization needs--(realizing one's potential for continued growth and individual development)---Managers can allow employees to participate in decision making nad the opportunity to learn new things about their work may promote self-actualization.

Matrix Design

Matrix Design: Characterized by dual-authority system (each worker is accountable for two bosses). 1. Psychiatric center is example of Matrix organization. 2. Best for highly specialized technological areas that focus on innovation 3. Allows program managers to interact with the environment via technological advancements and requires multidisciplinary team.

Matrix Organizational Design

Matrix Organizational Design 1. Allows lateral coordination and information flow across the organization; Competing bases of authority jointly governs the workflow. 2. Usually functional programs or product-line managers, both reporting to common supervisor and both exercising authority over workers in a matrix. 3. Common in high-technology areas the focus on innovation. 4. Allows program managers to interact directly with environment vis-vis technological developments. 5. Multi-disciplinary team approach=allows team members to contribute their expertise. 6. This organizational design becoming more common in health service organization, esp. community health, long-term home care, and hospitals

Miles & Snow Classification of Strategy

Miles & Snow Classification of Strategy: Business Strategies are classified by marketing assertiveness, their risk propensity, financial leverage, product innovation, speed of decision making into the following categories: 1. Prospector 2. Defender 3. Analyzer 4. Reactor

Negotiation

Negotiation 1. Profess through multiple parties would together on the outcome

Analyzer

One of the 4 business orientation, identified by Miles & Snow; Analyzer seeks to maintain stable operations in some areas of business activity while searching for new opportunities, often following the lead of prospector organization

Define Organizational Design

Organizational Design: The way in which the building block of organization----authority, responsibility, accountability, information & rewards---are arranged or rearranged to improve effectiveness and adaptive capacity. Organizational design is dynamic---being simultaneously both an outcome and a process. Design outcomes are transitory (Management is always looking for more effective ways to carry out mission as external circumstances change) Must identify the ramifications of the new design

Organizational processes

Organizational processes include 1. Work Processes a. Redesign processes to improve quality & operating performance b. Cross-functional integration to decrease fragmentation c. Alignment of customer, supply chain systems to achieve mutual support 2. Behavioral Processes a. Decision-making processes, Communication processes, & Organizational learning.

Life Cycles

Organizations go thru predictable cycles have different design implications: 1. Search Phase (newness, innovation, seeking to establish identity)= design is open and informal such as functional structure 2. Success Phase (achievement in procuring staff & resources)= design is more formal to manage larger operations. Product line design 3. Beauracratic Phase (rigid authority and rules which may lead to decline due to inability to respond to environmental changes). Parallel design will generate new ideas 4. Succession Phase (new ways of providing services)

Parallel Organizational Design

Parallel Organizational Design 1. Mechanism of promoting quality of working life in organizations. 2. Responsible for complex problem solving requiring participatory mechanisms 3. Means of responding to to changing internal & external conditions 4. Allows persons occupying various hierarchial levels to participate in organizational design 5. Commonly in organization implementing CQI/ TQM approches. CQI/TQM (total quality management) places patients at the center of the organization. The parallel side is headed by member of the quality council. Quality council identifies work process that need improvements in client services. Representation on the quality council comes from all levels of the hierarchy.

Path-Goal Model of Leadership

Path-Goal Model of Leadership: Manager exercises influence to increase the motivation of the follower attempting to accomplish a specific goal The original path-goal theory identifies achievement-oriented, directive, participative, and supportive leader behaviors: 1. The directive path-goal clarifying leader behavior refers to situations where the leader lets followers know what is expected of them and tells them how to perform their tasks. The theory argues that this behavior has the most positive effect when the subordinates' role and task demands are ambiguous and intrinsically satisfying. 2. The achievement-oriented leader behavior refers to situations where the leader sets challenging goals for followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation.[4] Occupations in which the achievement motive were most predominant were technical jobs, sales persons, scientists, engineers, and entrepreneurs. 3. The participative leader behavior involves leaders consulting with followers and asking for their suggestions before making a decision. This behavior is predominant when subordinates are highly personally involved in their work 4. The supportive leader behavior is directed towards the satisfaction of subordinates needs and preferences. The leader shows concern for the followers' psychological well being.This behavior is especially needed in situations in which tasks or relationships are psychologically or physically distressing

Linking Pins

People who serve formally as links between various units in the organization---similar to integrators. Horizontally, in such situations, there are certain organizational participants who are members of 2 separate groups and serve as coordination agents between them. On a vertical axis, individual serve as linking pins between their level and those above or below.

Porter's Generic Strategies

Porter's generic strategies describe how a company pursues competitive advantage across its chosen market scope. There are three generic strategies, either lower cost, differentiated, or focus. A company chooses to pursue one of two types of competitive advantage, either via lower costs than its competition or by differentiating itself along dimensions valued by customers to command a higher price. A company also chooses one of two types of scope, either focus (offering its products to selected segments of the market) or industry-wide, offering its product across many market segments.

Pressing

Pressing Using relatively contentious tactics in a conflict situation to achieve one's goals without regard for the other party's outcome. Irrevocable commitments occur when two parties engage in test of the wills in which neither side is willing to concede

Product-line Management

Product-line Management: 1. Advantage of increasing operational efficiency and enhancing market share. Operational efficiency can be gained by analyzing cost and revenues across product lines so that redundancies will be eliminated. Market strategies to improve market share. Challenges of Product-line Management: 1. Educating the relevant groups to change 2. Choosing the criteria for grouping of products 3. Selecting & training the product-line managers These changes require board and senior management support

Product/Service Line or Program Design

Product/Service Line or Program Design: Definition= placement of a person in charge of all aspects of a given product or group of products. (eg. manufacturing, pharmaceuticals, and healthcare organization) 1. Product line is the revenue and cost center and person in charge is responsible for functional resources

Define Quality Assurance

Quality Assurance: Formal and systemic exercise of identifying problems in medical care delivery, designing activities to overcome these problems and carrying out steps to ensure that no new problems have been introduced and that corrective actions have been effective

Resource Dependency Theory

Resource Dependency Theory: 1. Emphasizes the importance of the organization's abilities to secure needed resources from its environment in order to survive 2. Subunits within the organization have greater power & influence 3. Need to form coalitions or networks to pool resources and reduce transaction costs. Resource Dependency Theory, like the strategic management perspective but unlike the population ecology perspective assumes that manager can actively influence their environment to reduce unwanted dependencies and enhance survivability. In regard to quality, the resource dependence perspective would emphasize the importance of continuous improvement and total quality management for demonstrating value to purchasers of care. To accomplish this, the organization needs resources from environment in the form of measurement tools, technical expertise, and information systems to produce valid data on the processes and outcome of patient care. Organization's ability to influence environment will depend on its ability to exert continuous improvement.

Role of Information Sharing

Role of Information Sharing: 1. Sharing of information allow the parties to learn about the opponent's preference on issues. 2. BATNA, reservation prices, willingness to concede, interest in adding other issues to the negotiation, and in general, their opponent's overall orientation. 3. Ideally, information should be shared in a reciprocal fashion so that one party should be shared in a reciprocal fashion so that one party gives away information incrementally while getting equivalent amounts of information from the other party.

Strategic Management Perspective

Strategic Management Perspective emphasizes the importance of positioning the organization relative to its environment and competitors in order to achieve its objectives; Firms's strategy should be alignment of the organization's strategy, external environment, and internal structure & capabilities. Contribution= Need to link quality improvement to core strategies and capabilities of the organization.

Strategies aimed at getting more information from the other party

Strategies aimed at getting more information from the other party: 1. Building trust between the parties so that information is more likely to be shared 2. Asking questions 3. Giving away some information unilaterally in the hope that the other party will reciprocate 4. Making multiple offers simultaneously so that other party's interests can be inferred from the acceptability of each offer 5. Searching for post-settlement

Systematic Assessment before Design

Systematic Assessment before Design: Factors essential for Assessment for design: 1. Mission (crucial for determining design strategy) 2. Environmental Assessment a. Crucial to determine the desired level of effectiveness and requires managers to design mechanisms to achieve integration across operating units. b. During increasing environmental uncertainty, create lateral relations such as direct managerial contract across functions, cross-functional teams (either permanent or temporary), liaison roles, and integrating departments c. Organizational design may be contingent on the technology of the organization. 3. Organizational assessment a. SWOT analysis via Focus groups 4. Cultural assessment 5. HR assessment a. Organization designs are influenced by the availability of Human resources to match the mission & goals

Tannenbaum & Schmidt's leadership contingency model

Tannenbaum & Schmidt's leadership contingency model: Poposed that leadership behaviour varies along a continuum and that as leaders move away from the autocratic extreme the amount of follower participation and involvement in decision taking increases. It emphasizes decision-making .Leadership is continuum that move from manager-centered to follower-centered. 1. Manager-centered= Followers have little opportunity to participate and leadership is directive. 2. Follower-centered= less authority and more follower participation in goal-setting and execution of tasks. ***No one style is effective for all situations. Effectiveness of a particular stele depended on 3 factors (characteristic of leader, followers, and the situation of interaction)

Scientific Management School/ Taylorism

Taylor's Scientific Management School: Closely related to the classical bureaucratic approach with emphasis on span of control, unity of command, appropriate delegation of authority, departmentalization, and the use of work methods to improve efficiency. A basic tenet of Scientific management was that employees were not highly educated and thus were unable to perform any but the simplest task. Best for providing the structure for quality improvement programs. Taylor's Four Principles Managers should replace rule-of-thumb methods with methods based on scientific study of tasks. Managers should scientifically select and train workers rather than leaving them to train themselves Managers should ensure that the techniques developed by science are used by the workers. Managers should apply the work equally between workers and themselves where managers apply scientific management theories to planning and the workers perform the tasks pursuant to the plans.

Team Effectiveness

Team Effectiveness: 1. Defining performance and performance objectives for most healthcare teams is complex but it is important for team members to understand and agree upon team goals and find ways to manage conflicting goals. 2. Team productivity---the amount of work produced with a given set of resources---key aspect of performance. 3. Team member learning & satisfaction is another important team outcome. Effective groups are those that not only fulfill the task requirements that serve the organization but also the social needs and goals of group members. 4. Team member satisfaction

Teams & Communication or Interaction Patterns

Teams & Communication or Interaction Patterns: 1. Evaluation and design of communication structures are important components of many quality improvement projects 2. Communication speed & accuracy in a team are influenced both by the nature of the group's communication network and by the complexity of the group's task. When a task is simple and communication networks are centralized, both and speed and accuracy are higher. 3. When tasks are complex, centralized communication lower both speed and accuracy, and risk of information overload. 4. Team communication network can be separated into maintenance behaviors or task behaviors: a. Task behaviors= relates to team's work on its tasks b. Maintenance behaviors= interpersonal activities that lead to open communication and reduced interpersonal conflict

Three Principles of Population Ecology

Three Principles of Population Ecology: 1. Variation Principle a. Continuous development of new organizational forms that add to the variety and complexity in the environment b. Examples freestanding surgery, urgent care centers, specialty hospitals, fitness centers, birthing care centers, hospices, Imaging centers. 2. Selection principle a. New organization forms will be better able to exploit the environment for resources and follow environmental trends b. Examples= Ambulatory care centers as more surgical procedures are being done in outpatient basis along with the growing trend for consumers to prefer quick, accessible services. 3. Retention a. Preservation and ongoing institutionalization of new organizational form

What design options are available during increasing environmental uncertainty?

What design options are available during increasing environmental uncertainty? To ensure effectiveness, managers must design mechanisms to achieve integration across operating units. Create lateral relations such as direct managerial contact, cross-functional teams, liaison roles, and integrating departments. ----> Improves coordination and decentralization of decision-making

Bureaucratic Theory

Bureaucratic Theory: Has explicit goals, hierarchial organization, detailed specification. Provides needed structure Consistent with closed system approach to organization and has 5 characteristics: 1.Organization is guided by explicit specific procedures for governing activities 2. Offices arranged in hierarchal fashion 3. Candidates selected based on technical competence 4. Officials carry out functions in impersonal fashion 5. Activities are distributed among office holders

"Fixed Pie" Bias

"Fixed Pie" Bias: Assumption that the interest of the other party are diametrically opposed to their own interests, and therefore a direct conflict arises over the resources in question. Based on this assumption, they view negotiation as an adversarial process. The integrative dimension of the negotiation is often overlooked because of this bias.

Agenda of work

Agenda of work: Agenda setting, priority setting, and work scheduling are fundamental management work. Managers execute their managerial roles by acting simultaneously on 3 levels: a. Information level=where emphasis is given to communicating & controlling activities b. People level= where emphasis is given to leadership and linking activities c. Action level= where is emphasis is given to "doing" where inside or outside the organizational unit

Aspiration level

Aspiration level Challenging but attainable outcome a negotiator would ideally like to achieve in the negotiation

Equity Theory/ Adams

Assumptions of equity theory applied to business: Employees expect a fair return for what they contribute to their jobs, a concept referred to as the "equity norm". Employees determine what their equitable return should be after comparing their inputs and outcomes with those of their coworkers. This concept is referred to as "social comparison". Employees who perceive themselves as being in an inequitable situation will seek to reduce the inequity either by distorting inputs and/or outcomes in their own minds ("cognitive distortion"), by directly altering inputs and/or outputs, or by leaving the organization. Equity theory has several implications for business managers: Different employees ascribe personal values to inputs and outcomes. Thus, two employees of equal experience and qualification performing the same work for the same pay may have quite different perceptions of the fairness of the deal. An employee who believes he is overcompensated may increase his effort. However he may also adjust the values that he ascribes to his own personal inputs. It may be that he or she internalizes a sense of superiority and actually decrease his efforts.

Attribution Theory of Leadership

Attribution Theory of Leadership: Proposes that manager's selection of leadership style depends on the way follower behavior is perceived and interpreted. Based on these perceptions, a manager's attributes cause the follower's behavior. Two type of attributes: internal(eg. lack of effort or ability) and external (eg. bad luck, poor supervision, or inadequate task design) A manager's choice of leadership style might be due more to his perceptual and cognitive framed than the "reality" of the situation itself.

CONTINGENCY THEORY OF LEADERSHIP

CONTINGENCY THEORY OF LEADERSHIP (Fred Fiedler's) Descibes the relationship between leadership style and the favorable-ness of the situation. The leader-member relationship- most important in determining the situation's favorableness The degree of task structure, the second important input into the favorableness of the situation. The leader's position power obtained through formal authority, which is the third most important dimension of the situation Situations are favorable to the leader if all three of these dimensions are high. That is, if the leader is generally accepted and respected by followers(first dimension), if the task is very structured (second dimension), and if a great deal of authority and power are formally attributed to the leader's position (third dimension), then the situation is favorable.

Centralization & Decentralization of Decision Making

Centralization & Decentralization of Decision Making: 1. Vertically centralized= (majority of the decisions made at corporate level a. In high-tech industries like healthcare, greater vertical decentralization occurs due to the expertise at the lower levels of the organization. ***General rule= majority of the decision should be made at the lowest possible levels, especially when the majority of workers are professionals 2. Horizontal Decentralization= extent to which influence and decisions are shared laterally.

Drawback of Functional organizational Design

Drawback of Functional organizational Design: 1. Dual-authority lines make it difficult for workers to have two bosses and conflicting expectations. 2. Expensive and time spent on meetings to keep everyone informed about program activities 3. Cost of dual accounting, budget, control, reward systems, and performance evaluations.

Dual Concern Model

Dual Concern Model: Two-dimensional model of conflict-management technique that reflects a concern for both an individual's own outcomes as well as an opponent's outcomes. Depending on the two dimensions of concern, a negotiator may prefer one of 5 strategies to handle the conflict (avoidance, pressing, negotiation, accommodation)

Formal Groups

Formal Groups: 1. Arise out of direct actions or structuring the organization. 2. Teams are intact social systems with boundaries and differentiated member roles. Organizationally based teams are task-centered: They have one or more tasks to perform and produce measurable outcomes. They operate as subunits of the organization.

Frame of the job

Frame of the job i. Mental set the incumbent uses to carry out the job. ii. Frame is composed of 4 elements: 1. organizational purpose 2. organizational perspective 3. organizational positions 4. organizational conceptualization ***Organizational perspective involves defining an overall approach to managing the organizational unit, including defining and managing the vision, mission, and culture. This also includes decisions about what markets will be served, what products will be produced, what structures and systems will be designed, and what facilities will be built.

Functional Organizational Design

Functional Organizational Design 1. Labor is divided into departments specialized by functional area. 2. Nursing homes, Chronic-care facilities, Small ( less than 100) community hospitals 3. Enables decisions to be made on a centralized, hierarchal basis. 4. Department managers are usually promote from within the organizations and have a depth of technical knowledge in the functional area

Group level of Conflict

Group level of Conflict

Improving Team performance

Improving Team performance: 1. Variation in team effectiveness & efficiency may be due to difference in the skills of individual members or they be highly talented and make poor decisions& outcomes (Groupthink) 2. For teams to maintain their effectiveness in changing environment, they must be flexible to adapt and find new ways to improve their level of performance. 3. One of the most important mechanisms to facilitate team improvement is the capacity of the teams to learn 4. When we consider team effectiveness, we consider: a. Productivity b. Quality of work c. Team satisfaction d. Capacity of the group for continued cooperation

Bargaining Zone

In negotiation, the set of agreements both parties prefer over impasses, found by determining the rand of outcomes across which negotiators' reservation prices overlap' if there is no overlap, the bargaining zone is negative

Open System

Open System States that organizations are parts of the external environment and must continually change and adapt to meet the challenges posed by the environment. Emphasizes meeting external stakeholders needs with less attention to internal efficiency.

Population Ecology Theory

Population Ecology Theory: Environment "selects out" organizations for survival. Organizational success is more dependent on environmental selection rather than managerial decision making and implementation. In population ecology approach, unlike resource dependence and strategic management approaches, there are severe limits on the ability of organizations to adapt (Structural Inertia) Population Ecology is based on the 3 principles: 1. Variation 2. Selection Principle 3. Retention While population Ecology perspective tends to minimize the manager's role, it adds an important dimension and challenge to the effective management of health services organizations and coalition building and of developing products and services for specific population segments in which the competitive market forces. Quality Management: Population ecology suggests that the organization has very little flexibility or ability to modify these approaches if they prove to be inconsistent with its culture and capabilities. Organization becomes more susceptible to being "selected against" by other organizations with which the new approach is more compatible.

Team Processes

Team Processes: 1. Involves the actions and interactions

Trait Perspective of Leadership

Trait Perspective of Leadership: Personal traits have a significant affect on the success of leadership Traits include intelligence, articulateness, confidence, social ability, nd persistance / initiative

Types of Formal Groups

Types of Formal Groups: 1. Work Teams a. Continuing work units responsible for producing goods and providing services. These teams my be directed by supervisors or may be self-managing. (eg. treatment teams, research teams, & home care teams) 2. Parallel Teams a. People from different work units or jobs to perform functions that the regular organization is not equipped to perform. Limited authority & make recommendations to individuals higher up in the hierarchy. (Eg. quality improvement teams & task forces) Used for problem-solving & improvement-ortiented 3. Project Teams: a. Time-limited, producing outputs such as new product or service or new information system. Project teams exist for purposes of planning a new hospital, developing a new drug, or selecting new HR information system. 4. Management Teams a. Coordinate and provide direction to the subunits under their jurisdiction. Management teams may exist at the board level, senior management level, or departmental level

Types of Intervention Strategies

Types of Intervention Strategies: Types of intervention strategies a manager can undertake can be categorized along 2 dimensions---the control the third party has over the process of the dispute and the control the third party has over the outcome of the dispute. 1. Inquisitor Strategy manager desires high control over both the process and outcome of the dispute. In this type intervention, the manager gathers information on the dispute asking questions of the physicians, rather than letting them present the information as they would like. Manager then makes a decision about the outcome of the dispute and communicates this to physicians. 2. Arbitrator Manager acts a judge to control the outcome but not the process of the dispute. Parties are free to present their sides of the dispute as they wish, after which the manager makes the decisions needed to end the dispute. 3. Mediators Manager has control over the process of the dispute but no authority, or do use their authority to control the outcome. Outcome is determined by the respective leader. Managers who chooses not to have high process or outcome control has several options: 1. Ignore conflict and let disputants to resolve it themselves (Most efficient) 2. Managers can delegate responsibility for getting the dispute resolved to someone else 3. Threaten the disputants to increase their motivation to resolve the conflict.

BATNA

What the negotiator will do if there is an impasse