Hsd267

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Author:
hmgarcia
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253744
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Hsd267
Updated:
2013-12-18 22:23:03
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Final
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Final
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  1. Characteristics of leadership
    Intentional, influencing,focus on other people, purpose goaa accomplishment, part of management only individuals lead not organizations
  2. Trait theory
    • Traits and characteristics of leaders
    • associated with intelligence, extra version, confidence, initiative ambitious , adaptable persistent
  3. Skills theory
    • Examines skills and abilities of leaders 
    • 3 core skills technical, conceptual and human
  4. Behavioral theory
    Leadership styles what they do, how they behave and conduct themselves
  5. Contingency theory
    No one best way to lead, best approach is contingent, varies by situation and ppl involved, effective leadership depends on leader followers and situation
  6. alderfers erg theory
    • 3 needs that people could be motivated to seek in any order
    • existence-physiological and security needs   relatedness- affliction and recognition needs growth- self esteem, self actualization
  7. theory X and Y
    • X- assumes people, dislike work, laxy and stupid, motivated extrinsically, lack of self discipline, want security, no responsibility
    • Y- like meaningful work, creative and capable, motivated intrinsically, self control direct themselves, contribute,participate, want responsibility
  8. Transactional
    leader transacts a deal w the followers, based on exchange, followers given pay and rewards, followers obey rules provide work complete tasks do what ever leader wants
  9. transformational
    leader structure to inspire others, appeal to the greater good, challenge norm, revitalize organization with change, help employees and organization grow
  10. emotional intelligence
    intrapersonal and inter personal traits, skills and behaviors that enable someone to interact well with people, requires understanding of oneself and others
  11. motivation
    desire and willingness of a person to expend effort to reach a particular good or outcome
  12. maslows hierarchy of needs
    • self actualization- satisfying job
    • esteem and recognition-job promotion
    • belonging and friendship- pleasant coworkers
    • safety and security- job security
    • physiological- warm, clean place to work
  13. Mclelland's theory
    • learning and acquiring 3 needs in varying strength
    • achievement, affiliation and power
  14. Alderfer's ERG Theory
    • 3 needs ppl could be motivated to seek
    • existence, relatedness and growth
  15. Herzberg 2 factors theory
    • satisfaction and dissatisfaction
    • caused by different factors
  16. Vrooms Expectancy Theory
    based on work effort, performance and outcomes
  17. Adams Equity theory
    ppl desire to be treated fairly, motivation depends by how fair a worker feels
  18. Lockes theory
    goals motivate people
  19. Skinners Reinforcement theory
    people motivated by consequences of their behaviors and actions, motivated to behave in a  rewarding way
  20. Power
    ability of one person to influence other people to bring about desired outcomes
  21. authority
    make decision , take actions, direct subordinates and expect obedience from them
  22. organizational culture
    • the set of values, norms guiding, beliefs and understanding that is shared by members of an organization
    • is shared, learned, evolves slowly, mostly invisible guides behavior
  23. ethical principles
    • values and moral principles about what is right and wrong, principles that guide health care services,
    • autonomy- privacy, freedom of choice, self control
    • beneficence- do not harm, do good
    • justice- fairness, equality
  24. types of ethics in HCO
    medical ethics, professional ethics, managerial ethics and social responsibility ethics
  25. sources of ethics
    organizations, environment, organization and ppl in the organization
  26. code of ethics of the American college of healthcare ACHE
    to serve as a standard of conduct for affiliates
  27. control performance
    control an essential function for all managers in the organization by which they monitor performance and take corrective action when needed
  28. 3 steps in control performance
    • 1. set standards and expectations
    • 2. measure and judge how well standards and expectations are met
    • 3. make improvements if needed to meet standards
  29. 3 dimensions of performance
    • 1. structure measures- resource, staff, etc
    • 2. process measures- what works, how its being done
    • 3. outcome measures- result
  30. balanced scorecards
    measures linked to work structures and processes, financial, customer service, internal business process, potential for growth and learning
  31. Fishborn Diagram(cause and effect) 4 main categories
    • can identify factors that might affect, improve or hurt outcomes
    • 4 main categories
    • environment, equipment, procedures and people
  32. PDCA cycle(plan-do-check-act)
    • PLAN the goals and objectives
    • managers DO implement plan
    • Managers CHECK study
    • Managers ACT to make changes and continue with further implementation
  33. Flowchart
    • to describe work process and understand what they are doing, managers use flowchart
    • helps arrange, identify, and analyze the flow of steps required to complete a process
  34. lewins 3 step approach to managing small change
    • 1.unfreeze
    • current situation-clear out old ideas, motivate ppl to want to change,

    2. Move/Change situation- new methods, processes, reorganize work, jobs, tasks,

    • 3.refreeze situation-link new method to rest of organization, reward and
    • reinforce the change, stabilize the new way with repetition
  35. Kotter 8 step approach to large scale change
    • 1. establish urgency
    • 2. create guiding coalition
    • 3. develop[ vision
    • 4. communicate change vision
    • 5. empower broad-based action
    • 6. create short term wins
    • 7. consolidate gains
    • 8. anchor new approaches in culture

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