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ORGANIZATIONAL PLANNING
VISION - future goals or aims of an organization
MISSION - typically no more than 3 or 4 sentences; identifying the reason WHY an
organization exist
SAMPLE VISION:
"County Hospital will be the leading center for trauma care in the region."
SAMPLE MISSION:
"County Hospital is a tertiary care facility that provides comprehensive, holistic care
to all state residents who seek treatment. The purpose of the County Hospital is to combine
high quality, holistic health care with the provision of learning opportunities to students in
medicine, nursing, and allied health sciences."
PHILOSOPHY - flows from the purpose or mission and delineates the set values
and beliefs that guide all actions of the organization
GOALS - desired result towards which effort is directed; aim of the philosophy
OBJECTIVES - more specific and measurable than goals; HOW and WHEN the goal
is to be accomplished
POLICIES - plans reduced to statements or instructions that direct
organizations in their decision making
PROCEDURES - establish customary or acceptable ways of accomplishing a
specific task and delineate a sequence of steps of required action
1.PLANNING
Encompasses determining the philosophy, goals, objectives, policies, procedures,
and rules carrying out long and short range projection determining a fiscal course
of action managing planned change
2. ORGANIZING
includes establishing the structure to carry out plans, determining the most
appropriate type of pt care delivery, and grouping activities to meet unit goals
working w/in the structure of the organization and understanding and using power
and authority appropriately
3. STAFFING
recruiting, interviewing, hiring, and orienting staff scheduling, staff development,
employee socialization, and team building
4. DIRECTING
entails human resource management responsibilities such as motivating, managing
conflict, delegating, communicating, and facilitating collaboration
5. CONTROLLING
performance appraisals, fiscal accountability, quality control, legal and ethical
control, and professional and collegiate control
Differences:
(a) Managers have legitimate power
(b) Leaders inspire followers by interpersonal charisma and may not have an assigned
position of power within the organization
(c) Managers’ outcomes focus on the organization or unit goals
(d) Leaders’ outcomes focus on their peers, which ultimately may accomplish the
organization’s goals if not in direct conflict
LEADERSHIP THEORIES
I. The Great Man theory – asserts that some people are born to lead whereas others are
born to be led.
II. Trait theory – some people have certain characteristics or personality traits that make
them better leaders than others.
c) Proactive – leader and followers become more future oriented and hold common
driving values. Mgt and DM more participative
d) High-performance team – max. productivity and worker satisfaction are apparent
3) Interactive leadership model (Brandt)
Leaders develop a work env’t that fosters autonomy and creativity through valuing
and empowering followers.
This leadership affirms the uniqueness of each individual
Affords the leader greater freedom while simultaneously adding to the burdens of
leadership
4) Collaborative practice matrix (Wolf, Boland, & Aukerman)
Highlights the framework for the dev’t and ongoing support of relationships b/w
and among professionals working together
Emphasis on how expectations, personal values, and interpersonal relationships
affect the ability of leaders and followers to achieve the vision of the organization
TIME MANAGEMENT
To increase and maintain energy levels, alternate physical and mental tasks
Break large projects into small projects that can be completed
The first step in time management is to begin each and every shift or project with a
planning period and prioritize
Delegation can organize your time and increase productivity communication
COMMUNICATION
Communication is the capability of forming and sending a message so that another
can receive and interpret its true meaning.
Characteristics of communication
(1) Formal or informal: formal is information upheld by the organization; informal is
unofficial information, also known as “grapevine”
(2) Vertical or horizontal: vertical information passes from management to employees;
horizontal information passes between peers
(3) Personal or nonpersonal: interdependent influences may occur; nonpersonal
information has no shared influences
(4) Instrumental or expressive: instrumental information is essential to perform the task;
expressive information may be considered trivial or nonessential
Assertive Communication
(a) Does not violate another person’s rights
(b) Verbal and nonverbal communication are congruent
(c) Uses straightforward honest ways for expression
Aggressive Communication
(a) Often involves hostile manner of expression
(b) Does not consider the rights of the other person
(c) “I want to win at all costs”
Passive Communication
- individual has powerful feelings about an issue but does not verbalize those feelings.
Passive-Aggressive Communication
- an aggressive message delivered in a passive way. Often verbal and nonverbal are
not congruent.
FISCAL PLANNING
COST EFFECTIVE - economical in terms of the goods and services received for the
money spent; "product is worth the price"
COST CONTAINMENT - effective and efficient delivery of services while
generating needed revenues for continued organizational productivity
FISCAL TERMINOLOGY
DIRECT COSTS - can be attributed to a specific source, such as medications and
treatments; costs that are clearly identifiable with goods or services
INDIRECT COSTS - cannot be directly attributed to a specific area; usually are
hidden costs (e.g. housekeeping services)
VARIABLE COSTS - vary with the volume (e.g.. payroll costs)
FIXED COSTS - do not vary according to volume; (e.g. mortgage, loan payments)
CONTROLLABLE COSTS - can be controlled or vary; (e.g. number of personnel
employed, level of skill required, wage levels, and quality of materials)
NONCONTROLLABLE COSTS - indirect expenses that cannot usually be
controlled or varied; (e.g. rent, lighting, depreciation of equipment)
BUDGETING METHODS
INCREMENTAL BUDGETING
- "flat percentage increase method"
- simplest
- (Current year expense) X (inflation rate/consumer price index) = Projected
budget for coming year
ZERO-BASED BUDGETING
- must rejustify their program or needs every budgeting cycle
FLEXIBLE BUDGETING
- adjust automatically over the course of the year depending on variables s/a
volume, labor costs, & capital expenditures
NEW PERFORMANCE BUDGETING
- emphasizes outcomes and results instead of activities or outputs
2) Chain of command – solid vertical lines, the formal paths of communication and
authority.
- Those having the greatest DM authority are located at the top, those with the
least are at the bottom.
- The level of position on the chart signifies status and power
3) Unity of command – vertical solid line b/w positions on the org chart
- One person/one boss in which employees have one manager to whom they
report and to whom they are responsible
4) Span of control – number of people directly reporting to any one manager
represents that manager’s span of control and determines the number of interactions
expected of him/her.
5) Managerial levels
a) Top level managers – looks at org as a whole, coordinating internal and external
influences, and generally makes decisions w. few guidelines or structures (e.g. chief
nursing officer)
b) Middle level – coordinate the efforts of lower levels of the hierarchy and are the
conduit b/w lower and top level managers (e.g. unit supervisor)
c) First level – concerned w/ specific unit’s work flow (e.g. charge nurse, TL, primary
nurse)
6) Centrality – organizational distance
- Employees with relatively small org distance can receive more info than those who are
more peripherally located
Motivational theory
1) Maslow’s Hierarchy of Needs
2) Skinner’s Operant Conditioning & Behavior Modification
- People could be conditioned to behave in a certain way based on consistent
reward or punishment system
3) Hygiene or motivation factors (Herzberg)
- Employees can be motivated by the work itself and that there are internal or
personal need to meet organizational goals.
4) Expectancy Model (Vroom)
- Looks at motivation in terms of the person’s valence, or preferences based on
social values
- A person’s expectation about her environment or a certain vent will influence
behavior
5) McClelland
- People are motivated by 3 basic needs: achievement, affiliation, and power
6) Saul Gellerman
- “Stretching” – involves assigning taks that are more difficult than what the
person is used to doing (should not be a routine)
- “Participation” – entails actively drawing employees into decisions affecting
their work
7) McGregor’s Theory X and Y
NEGOTIATION STRATEGIES
1. Soft Negotiation
Soft negotiators want to avoid personal conflict so they make concessions to
reach an agreement quickly, even though they may end up feeling bitter and
exploited.
2. Hard Negotiation
Hard negotiators look at any situation as a contest of personal wills.
They believe that the person who takes the extreme position and holds out
the longest does better in negotiating.
3. Principled Negotiation
Principled negotiation is a combination of soft and hard. Issues are discussed
on their merits rather than through a haggling process focused by what each
party says it will and will not do.
This method allows people to be fair while protecting themselves against
others who take advantage of them.