Term
| organizational behavior*** |
|
Definition
| study of individual and group dynamics within an organization setting |
|
|
Term
| why is OB important to healthcare managers?*** |
|
Definition
different mix of occupations
service related intensity
changing demographics of patients and healthcare workforce |
|
|
Term
|
Definition
the traditional or classical management approach
-efficiency was achieved by creating jobs that economized time, human energy, and other productive resources |
|
|
Term
|
Definition
| beginning of the human relations/behavioral management mvmt |
|
|
Term
|
Definition
founded by Douglass McGregor
x: authortiarian, repressive style, tight, no control, no development. Limited depressed culture
y: liberating and developmental, control, achievement and continuous improvement achieved by enabling, empowering, and giving responsibility |
|
|
Term
| What disciplines are involved in OB |
|
Definition
psychology
sociology
anthropology
political science
economics |
|
|
Term
|
Definition
B=f(P)(E)
behavior is a fx of the person and the environment |
|
|
Term
| Theory: Klein's Recognition Primed Decision Model (RPD) (3) |
|
Definition
1.the more cues you have on your radar screen, the better your understanding of organizations
2. the more patterns and action scripts that are available, the more expertise you will h ave
3. organizations are complex; there may be more than one solution-must develop multiple perspectives to find best solutions |
|
|
Term
| psychological contract: definition |
|
Definition
| an individual's beliefs, shaped by the organization, regarding the terms and conditions of a reciprocal exchange agreement between individuals and their organization |
|
|
Term
| how does employment contract differ from psychological contract? |
|
Definition
| psychological contracts reflect each party's perception of the expectations involved -more dynamic |
|
|
Term
| people trust organizations whose managers are: 4 |
|
Definition
believable
competent, yet humble
integrity
care about individuals |
|
|
Term
| 3 ways that the external influences affect commitment to employment |
|
Definition
1. economy-some employees will stay when they would otherwise seek alternative employment
2. changing expectations-more telecommuting-teams who never meet
3. entrepreneurial companies that are bought and sold |
|
|
Term
| 2 factors that predicted employee commitment across all cultures: |
|
Definition
job satisfaction
intrinsic orientation toward work-value work for itself |
|
|
Term
|
Definition
expectations that are not met: PINCH
disruption of shared expectations, may lead to ambiguity uncertainty which leads to resentment and anxiety-CRUNCH
then must renegotiate expectations |
|
|
Term
|
Definition
attitudes in workplace are based on
1. personal social conditioning, they brought to workplace formed from their previous family or group associations
2. the human satisfaction the employee derived from his or her social participation with coworkers or supervisors |
|
|
Term
|
Definition
| analyzes the entire organization and its macro perspective, since the organization is the unit examined |
|
|
Term
| organizational development |
|
Definition
| describes a planned process of change that is used throughout the organization |
|
|
Term
| HRM human resource management |
|
Definition
micro approach to managing people
difference between Hrm and OB is that OB is theoretically based and Hrm is commonly viewed as a functional unit within organizations |
|
|
Term
|
Definition
| full range of human similarities and differences in group affiliation including gender, race/ethnicity, social class, role in organization, age, religion and other group identities |
|
|
Term
|
Definition
| congruent behaviors, attitudes and polices that come together in a system, agency or among professionals that enables effective work in cross-cultural situations |
|
|
Term
| majr implications for healthcare industry in regards to diversity |
|
Definition
need to be culturally competent in order to serve diverse pt pop
aging population-initiatives based on improving geriatric care
lack of younger and diverse workforce entering healthcare-workforce should mirror pt population
lack of diversity in leadership roles
need to focus on retaining, recruiting, and managing diverse workforce |
|
|
Term
|
Definition
| strategically driven process whose emphasis is on building skills and creating policies that will address the changing demographics of the workforce and pt population |
|
|
Term
|
Definition
| mind set or tendency to act in a particular way due to both an individual's experience and temperment |
|
|
Term
|
Definition
|
|
Term
|
Definition
| inconsistency that a person perceives between two or more of one's attitudes or between one's behavior and attitudes |
|
|
Term
| 3 ways attitudes are formed |
|
Definition
learned
modeling
experiences |
|
|
Term
|
Definition
| process by which individuals interpret and organize sensation to produce a meaningful experience of the world |
|
|
Term
|
Definition
| allows people to offer explanations for why things happen and is more concerned with the individuals cognitive perceptions than the underlying reality of events |
|
|
Term
| kelley's attribution theory model |
|
Definition
consensus
consistency
distinctiveness |
|
|
Term
|
Definition
| how an individual sees others and how others perceive an ind. |
|
|
Term
|
Definition
ind draws general impression about another person based on a single characteristic such as intelligence, sociability, or appearance
perceiver evaluates other high on many traits bc of belief that the ind is high in one trait |
|
|
Term
|
Definition
| ind evaluation of another person's characteristics based on comparisons with other people who rank higher or lower on same characteristics |
|
|
Term
|
Definition
| attribution of one's own attitudes and beliefs onto others |
|
|
Term
|
Definition
| how we fit attributes of ability, character, or behavior to groups and or pop in order to make generalizations |
|
|
Term
| 4 stages of perception process*** |
|
Definition
stimulation
registration
organization
interpretation |
|
|
Term
|
Definition
| capacity to influence the behavior of others |
|
|
Term
|
Definition
| process by which people successfully persuade others to follow their advice, suggestions, or orders |
|
|
Term
|
Definition
reward power
coercive power
legitimate power
referent power
expert power |
|
|
Term
| 3 outcomes of influence attempts |
|
Definition
commitment
compliance
resistance |
|
|
Term
| strategic contingencies model of power |
|
Definition
people gain power when they cope with the critical uncertainties facing the org. by controlling recsources
being sole source of resources
being irreplaceable |
|
|
Term
|
Definition
| refers to employee's influence tactics directed upward at those higher levels in the formal organization |
|
|
Term
|
Definition
assertive persuasion
reward and punishment
participation and trust
common vision |
|
|
Term
|
Definition
reasoning
debating
presenting ideas, proposals and suggestions that involve facts and logic |
|
|
Term
|
Definition
stating expectations
using incentives and pressures
evaluating
demanding
barganing |
|
|
Term
|
Definition
understanding
involving and supporting others
personal disclosure
active listening |
|
|
Term
|
Definition
inspiring
visioning
finding common ground
aligning |
|
|
Term
|
Definition
negative unsocialized need to dominate others
socialized concern for group goals and empowering others |
|
|
Term
| 4 effective persuasion strategies used by successful managers |
|
Definition
establish credibility
framing goals to identify common ground
using vivid language and compelling evidence
connecting emotionally with their audience |
|
|
Term
| 4 ways to establish sustained influence |
|
Definition
develop a reputation as an expert
spend time on work relationships
develop network of people who can be called for assistance
implement influence with sensitivity, flexibility and communication |
|
|
Term
|
Definition
1. creating sense of obligation
2. building a reputation as exert
3. identification-respect
4. perceived dependence |
|
|
Term
|
Definition
| 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 |
|
|
Term
| difference between manager and leader |
|
Definition
manager is a person who directs the work of employees and is responsible for results
leader -inspires employees with a vision and helps them cope with change |
|
|
Term
|
Definition
three types of leadership styles were studied
authoritarian
democratic
laissez-faire |
|
|
Term
|
Definition
| individuals are born with leadership traits |
|
|
Term
|
Definition
| the attempt to identify personality characteristics that appeared to differentiate leaders from followers |
|
|
Term
| common characteristics of trait theory |
|
Definition
intelligence
maturity
inner motivation
high achievers
employee centeredness
emotionally mature
honest
integrity
self-confidence
creative
flexible |
|
|
Term
| ohio state leadership studies |
|
Definition
high consideration vs low consideration
high initiating structure vs low structure |
|
|
Term
|
Definition
to attempt to determine the most effective style of leadership
either an employee-centered focus or a production-centered focus |
|
|
Term
| blake and mouton's managerial grid |
|
Definition
scale of concern for people vs
concern for production
ex. impoverished, task, middle of the road, country club and ideal manager |
|
|
Term
|
Definition
| possessing of knowledge, skills and abilities to respond to changing situations |
|
|
Term
| Fiedler's contingency theory |
|
Definition
change situation to fit leader
either task orientated or human relation orientated |
|
|
Term
| extension of Fiedler's work: cognitive resource theory 2 |
|
Definition
1.a leader's intellectual abilities correlate positively with performance under low stress but negatively under high stress
2.a leader's experience correlates negatively with performance under low stress but positively under high stress |
|
|
Term
|
Definition
| if the leader is generally accepted and trusted by subordinates, if the tasks are clear and fully understood through direction, and if the power is recognized by senior management then situation is very favorable |
|
|
Term
| House's Path-goal leadership theory |
|
Definition
| leader sets paths, provides resources, then provides support |
|
|
Term
| 4 leadership styles House's path-goal theory |
|
Definition
1. directive leader provides detailed expectations, plan, and resources
2. supportive leader shows concern and increases motivation
3. participative leader seeks input from employees to participate in decision making process-enhances buy in
4. achievement-orientated leader expects high levels of performance in achievement of the stated goals-trust |
|
|
Term
| difference between fiedler and house |
|
Definition
fiedler proposed that leadership sytles are inflexible
house proposed that leadership styles are adaptable |
|
|
Term
| 4 components of House's theory |
|
Definition
leadership behaviors
environmental contingency factors
subordinate contingency factors
outcomes |
|
|
Term
Tannenbaum and schmidts continuum of leadership behavior
boss centered vs subordinate centered |
|
Definition
conigent on where group is on knowledge
model identifies the amount of authority used by the manager and the amount of freedom afforded to employees |
|
|
Term
Hersey and Blanchared situational leadership
supportive vs directive behavior |
|
Definition
S4 low supportive and low directive (delegating)
S3 high supportive and low directive (supporting)
S2 high directive and high supportive (coaching)
S1 High directive and low supportive (directing) |
|
|
Term
| Leader-member exchange theory 3 |
|
Definition
vertical linkage dyad (VDL) leaders develop dyadic (2 person)relationships with subordinates
in group/out group leaders
leader-member exchange (LMX) examines the characteristics of ind belonging to in-group |
|
|
