Test 2 Review PDF

Test 2 Review: Chapter 5: Key Terms and Concepts: Leadership: Influencing others to achieve common goals by guiding, directing, and motivating them. Management: Planning, directing, controlling, and evaluating others in tasks with known outcomes. Followership: Supporting a leader, including behavi...

Test 2 Review: Chapter 5: Key Terms and Concepts: Leadership: Influencing others to achieve common goals by guiding, directing, and motivating them. Management: Planning, directing, controlling, and evaluating others in tasks with known outcomes. Followership: Supporting a leader, including behaviors and attitudes of those being led. Leadership vs. Management: Leadership: Focused on people, external to the organization, aims to innovate and inspire. Management: Focused on systems and structure, aims for order and consistency, relies on control. Leadership Competencies: Setting a vision, motivating stakeholders, strategy development, networking. Competencies include interpersonal skills, self-development, and organizational knowledge. Leadership Theories and Models: Great Man Theory: Leaders are born, not made. Situational Leadership: Leadership style changes depending on the situation. Transformational Leadership: Focuses on inspiring and motivating followers toward change. Power Sources in Leadership: Legitimate Power: From a leader’s formal position. Reward Power: Based on a leader’s ability to provide rewards. Coercive Power: Based on fear of punishment. Referent Power: From personal traits or charisma. Expert Power: Based on specialized knowledge or skills. Leadership and Followership: Leadership and followership are interdependent; followers can impact leader effectiveness. Successful leaders adapt their approach based on followers’ needs and responses. Leadership Competency Models: Examples include the Healthcare Leadership Alliance model and National Center for Healthcare Leadership model, which guide leadership in healthcare settings. Effective Leader vs. Competent Manager: Leader: Innovates, challenges the status quo, builds trust, and inspires others. Manager: Administers, maintains control, focuses on tasks, and fulfills the organization’s goals. Chapter 6: Organizational Culture in Healthcare Definition: The set of shared values, norms, beliefs, and behaviors within an organization. Purpose: Guides employees on appropriate behaviors, builds identity, and acts as the "soul" of the organization (Henry Mintzberg). Importance: Influences behavior, creates social unity, stabilizes the organization, and provides standards for employee actions. Elements of Culture Espoused Values: Officially stated norms and values. Enacted Values: Actual practices and behaviors observed. Symbols, Rituals, and Stories: Key elements that convey the essence of an organization’s culture and help reinforce it. Benefits of Culture Helps employees understand the organization, guides behavior in uncertain situations, promotes commitment, and enhances stability. Ethics in Healthcare Organizations (HCOs) Definition: Moral principles guiding what is considered right and wrong. Four Key Ethical Principles: 1.Autonomy: Respecting individual choices. 2.Beneficence: Acting in the best interest of others. 3.Justice: Ensuring fairness and equality. 4.Nonmaleficence: Avoiding harm. Types of Ethics:   Medical Ethics: Guides clinical practices.  Professional Ethics: Relates to personal conduct.  Managerial Ethics: Governs management practices.  Organizational Ethics: Guides overall organizational conduct. Shaping and Managing Culture Managers play a key role by setting the tone, selecting and promoting employees who support cultural values, and encouraging socialization practices that align with the organization’s goals. Culture change requires ongoing commitment, including updating symbols, rituals, and reward systems to support new values. Professionalism in Healthcare Definition: Aligning personal and organizational conduct with ethical standards, responsibility to patients, and community service. Components: Personal accountability, service orientation, commitment to learning, and ethical integrity. Emotional Intelligence (EI) Definition: The ability to recognize, understand, and manage emotions in oneself and others. Core Components:  Self-awareness: Recognizing one’s emotions.  Self-management: Managing emotions effectively.  Social awareness: Understanding others’ emotions. Relationship management: Using emotional skills to influence others. Cultural Competence Definition: The ability to interact effectively with people from different cultural backgrounds. Importance: Helps healthcare providers manage a diverse workforce and improve patient outcomes by respecting cultural differences. How to Improve Cultural Competence: Increase self-awareness, learn about other cultures, engage in diverse experiences, and promote inclusion. Communication in Healthcare Definition: The process of creating shared understanding between people. Forms: One-to-one, one-to-group, group-to-group. Effective Communication: Vital for management tasks and includes understanding barriers and using both formal and informal channels. Chapter 7: Coordination: The process of connecting tasks, activities, departments, and people to achieve a common goal in healthcare. Essential for effective care coordination, ensuring timely and efficient patient-centered care. Care Coordination: Definition: Organizing patient care activities across multiple participants to provide appropriate healthcare services. Benefits: Reduces costs, improves patient outcomes, decreases errors, and enhances overall patient safety. Importance: Recognized by the National Quality Strategy for providing affordable, effective, and patient-centered care. The Four C’s in Healthcare Coordination: 1.Coordination: Formal arrangement of work connections. 2.Cooperation: Willingness to help one another without structure.  3.Collaboration: Active joint effort to achieve goals. 4.Communication: Essential for aligning team activities and goals. Dimensions of Coordination: Vertical Coordination: Connects work up and down an organization’s hierarchy (e.g., CEO to department heads). Horizontal Coordination: Connects work across departments at the same level. Diagonal Coordination: Connects across departments regardless of hierarchy. External Coordination: Links healthcare with outside organizations for broader integration. Coordination Structures and Processes: Hierarchical Referral: Issues passed up the chain for decisions. Mutual Adjustment: Real-time coordination through team feedback. Rules and Protocols: Standardized procedures ensuring consistency. Liaisons and Integrators: Individuals facilitating communication and coordination across departments. Information Systems: Technology to streamline communication and data sharing. Teams and Committees: Task forces addressing specific goals (e.g., patient safety improvements). Challenges in Care Coordination: Specialization: Limits knowledge of full patient care. Professional Hierarchy: Creates collaboration issues due to status differences. Professional Identification: May restrict teamwork due to strong individual roles. Team Characteristics for Effective Coordination: Diversity: Provides multiple perspectives but requires managing differences. Team Norms: Shared rules that standardize behavior. Cohesiveness: Team commitment to tasks, which increases performance in complex healthcare settings. Big Five Dimensions of Teamwork: 1.Team Leadership: Guides and motivates the team. 2.Mutual Performance Monitoring: Team members check each other's work. 3.Backup Behavior: Support for teammates when needed. 4.Adaptability: Team’s ability to adjust to changes. 5.Team Orientation: Preference for working collaboratively.