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Characteristics of leadership
Intentional, influencing,focus on other people, purpose goaa accomplishment, part of management only individuals lead not organizations
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Trait theory
- Traits and characteristics of leaders
- associated with intelligence, extra version, confidence, initiative ambitious , adaptable persistent
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Skills theory
- Examines skills and abilities of leaders
- 3 core skills technical, conceptual and human
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Behavioral theory
Leadership styles what they do, how they behave and conduct themselves
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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
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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
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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
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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
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transformational
leader structure to inspire others, appeal to the greater good, challenge norm, revitalize organization with change, help employees and organization grow
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emotional intelligence
intrapersonal and inter personal traits, skills and behaviors that enable someone to interact well with people, requires understanding of oneself and others
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motivation
desire and willingness of a person to expend effort to reach a particular good or outcome
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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
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Mclelland's theory
- learning and acquiring 3 needs in varying strength
- achievement, affiliation and power
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Alderfer's ERG Theory
- 3 needs ppl could be motivated to seek
- existence, relatedness and growth
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Herzberg 2 factors theory
- satisfaction and dissatisfaction
- caused by different factors
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Vrooms Expectancy Theory
based on work effort, performance and outcomes
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Adams Equity theory
ppl desire to be treated fairly, motivation depends by how fair a worker feels
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Lockes theory
goals motivate people
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Skinners Reinforcement theory
people motivated by consequences of their behaviors and actions, motivated to behave in a rewarding way
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Power
ability of one person to influence other people to bring about desired outcomes
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authority
make decision , take actions, direct subordinates and expect obedience from them
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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
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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
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types of ethics in HCO
medical ethics, professional ethics, managerial ethics and social responsibility ethics
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sources of ethics
organizations, environment, organization and ppl in the organization
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code of ethics of the American college of healthcare ACHE
to serve as a standard of conduct for affiliates
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control performance
control an essential function for all managers in the organization by which they monitor performance and take corrective action when needed
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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
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3 dimensions of performance
- 1. structure measures- resource, staff, etc
- 2. process measures- what works, how its being done
- 3. outcome measures- result
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balanced scorecards
measures linked to work structures and processes, financial, customer service, internal business process, potential for growth and learning
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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
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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
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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
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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
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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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