1. Describe and give examples of Theory X, and Theory Y working environments.
2. Read the following article and chapter 10 regarding Unions. Write a recommendation of why you think unions are still important. https://news.gallup.com/poll/318980/approval-labor-unions-remains-high.aspx (Links to an external site.)
3. Analyze the differences between the motivation-hygiene theory of Herzberg and Maslow’s theory.
4. After reading the Diversity section in Chapter 9, create a PowerPoint presentation to teach a lesson on workforce/cultural diversity in healthcare
links to help:
The How And Why Of Building A Diverse Workforce https://www.forbes.com/sites/forbesbusinesscouncil/2021/07/26/the-how-and-why-of-building-a-diverse-workforce/?sh=52cf7e0e4cb1 (Links to an external site.)
Managing Diversity In The Workplace: Age, Language And Culture https://www.forbes.com/sites/forbesbusinesscouncil/2021/08/12/managing-diversity-in-the-workplace-age-language-and-culture/?sh=39716778e954
– a paragraph each.
– no minimum on powerpoint (number 4)
-i attached my powerpoints to help.
CHAPTER 11
A satisfied employee is bound to be a better producer than one who is generally dissatisfied
WHAT EMPLOYEES WANT
Capable, admirable leadership
Decent working conditions
Acceptance as part of a group
Status as partner, not servant
Fair treatment
Reasonable job security
WHAT EMPLOYEES WANT (CONT’D)
Knowledge of results of individual efforts
Knowledge of policies, rules, etc.
Recognition when deserved
Respect as individual
Assurance that other do their share
Fair monetary compensation
THE NEED HIERARCHY OF A. H. MASLOW
Physiological needs
Safety needs
Love needs
Esteem needs
Self-actualization
THE HERZBEREG “TWO-FACTOR” THEORY
Dissatisfiers
Environmental factors which, if not maintained, can lead to dissatisfaction
Motivators
Factors inherent in the job itself
TRUE MOTIVATORS ARE THE OPPORTUNITY TO:
Achieve
Learn and grow
Do interesting, challenging work
Do meaningful work
Assume responsibility
Be involved
ENVIRONMENTAL FACTORS (POTENTIAL DISSATISFIERS)
Communication
Growth and advancement potential
Treatment as individual
Salary and benefits
Working conditions
THEORY Z
“Theory Z”—“Japanese management”—seems driven by belief that employees are more willing and effective if employment security is assured
MOTIVATING FACTORS: SUPERVISORS’ GUESSES
Good wages
Job security
Opportunity for promotion and growth
Good working conditions
Interesting work
MOTIVATING FACTORS: SUPERVISORS’ GUESSES
Loyalty to employees
Tactful disciplining
Appreciation of work done
Understanding of personal problems
Being included in on things
MOTIVATING FACTORS: EMPLOYEES’ CHOICES
Appreciation of work done
Being included in on things
Understanding of personal problems
Job security
Good wages
MOTIVATING FACTORS: EMPLOYEES’ CHOICES
Interesting work
Opportunity for promotion and growth
Loyalty to workers
Good working conditions
Tactful disciplining
MONEY
The power of money as a motivator is questionable
The key might reside in the question “how much?”
MOTIVATION
It is not really possible to motivate another person—rather, what we need to do is create the conditions under which a person will become self-motivated
Chapter 10
Dictionary definition: “an occupation or vocation requiring training in the liberal arts or the sciences and advanced study in a specialized field.”
Under the FLSA
1. Primary duties that require:
advanced knowledge;
the application of imagination or creativity, or the exercise of talent, or
employment in a teaching capacity
Under the FLSA
2. Do work that requires the exercise of discretion and judgment.
3. Perform intellectual and varied work.
4. Spend no more than 20 percent of the time on non-professional.
5. Be paid not less than a specifically stated amount per week.
In Health Care
Various medical professionals (MD, RN, PT, and numerous others.
Non-medical professionals (accountant, engineer, and others)
Behavior and Treatment
Professional behavior and professional treatment:
Opposite sides of the same coin;
Sometimes in conflict
Control of the Work
The work of the professional is often controlled by the person and not by the clock or by any particular system.
Initiative
A key professional characteristic
Equivalent Treatment
All employees—including professionals—must be subject to the same organizational policies and work rules
Motivation
As compared with the nonprofessional, the professional employee is more likely to be operating on a level of psychological need fulfillment.
Motivation
The only workable way to arouse lasting self-motivation is to approach the professional employee through the work itself.
Valued Employees Quit Because:
Lack of job satisfaction
Lack of challenge
Dissatisfaction with supervision
Incompatibility within the work group
Inadequate pay.
There Can Be Management Credibility Problems When:
The manager is:
A non-professional
A professional in another field
A professional of “lesser status”
As a Supervisor–
— the professional may be more inclined than others to emphasize occupation (profession) over management
Unions
Presently in health care, many professionals are seen as vulnerable to union organizing.
Bargaining Units
Three of the eight legally recognized healthcare bargaining units are:
Registered nurses;
Physicians;
All other professionals;
CHAPTER 9
Patterns of leadership
Exploitative autocracy
Benevolent autocracy
Bureaucracy
Consultative leadership
Participative leadership
EXPLOITATIVE AUTOCRACY
The leader wields power to serve personal interests; followers are expendable
BENEVOLENT AUTOCRACY
The leader wields absolute power in kindly, “father-knows-best” fashion
BUREAUCRACY
The bureaucratic leader leads “by the book”
Rules and regulations are primary
CONSULTATIVE LEADERSHIP
The leader is open to input but reserves the right of final decision
PARTICIPATIVE LEADERSHIP
The leader is a key member of the group but is committed to the collective decision of the group
THEORY X
People must be actively managed
Average person is by nature indolent
Average person is self-centered and resistant
THEORY Y
People are not naturally passive or resistant
Peoples’ capacity is there to be brought out
Management can help people achieve their goals by directing them toward the organization’s goals
PERCEPTION
Avoid speaking “Management 101”—it is not what you say that tells people what kind of manager you are, but what you do
You are what employees perceive you to be based on your talk and behavior—to the perceiver, perception is reality
ACCEPTANCE
In the last analysis, leadership’s defining characteristic is the acceptance of the followers
MANAGEMENT AND LEADERSHIP
Avoid entanglements concerning “management” versus “leadership”
“Management” and “leadership” are actually synonyms for each other; to cite “differences” between them is to first apply personal definitions of each
FORMULAS
Be cautious of “formula” management of all kinds—by their very nature all ”formulas” are lacking something
VISIBILITY AND AVAILABILITY
A supervisor’s visibility and availability are critical
Default?
“Leading” by default—just letting things happen—is not leading at all.
Communication–
— might be most effectively—and practically—defined as the transfer of meaning, the object being to get a message from one mind to another as completely and accurately as possible
INDIVIDUALISM
Employees are individuals and thus different from each other, so there is no single “correct” way of dealing with all of them
COMMUNICATION
Communication is a two-way street, and to be effective it must be heavily travelled in both directions
A PERSONAL APPROACH
Strive to develop a personal approach to establishing and maintaining honest two-way communication in all person-to-person contacts.
NO MORE 50/50
To communicate effectively, we need to continually go more than half way more than half of the time without expecting our efforts to be fully reciprocated.
YOUR FORMAL COMMUNICATION CHANNELS
To and from your direct-reporting employees;
To and from your immediate superior;
To and from your peers and other horizontally positioned organizational elements.
“ONE-WAY” VS “TWO-WAY”
Speed: One-way always quicker
Noise: Two-way always “noisier”
Accuracy: Two-way far more accurate
Sender: Vulnerable in two-way; can be questioned or challenged
TIME
Time is the strongest force in causing us to short-cut communications and lead to misunderstanding.
BARRIERS TO EFFECTIVE COMMUNICATION
Semantics
Emotion
Personal barriers: attitudes, biases, etc.
False understanding
SEMANTIC BARRIERS
Word meanings vary from person to person
Word meanings vary from time to time
Words carry differing connotations for different people
Words with non-specific meanings are common
EMOTIONAL BARRIERS
Words trigger emotional reactions in people
It’s easy to hit another’s emotional sensitivities unintentionally
Negative emotions impair communication
FOR EFFECTIVE LISTENING
How come it takes two years to learn to talk and 60 or 70 to learn to be quiet?
Be attentive
Wait before responding
Get the whole message
Keep interruptions to a minimum
Be aware of your emotional sore spots
DIVERSITY AND COMMUNICATION
Health care supervisors are managing increasingly diverse work groups, so communication requires an understanding of differences between and among cultures
WHEN YOU’RE THE TALKER
Structure your communication
Consider listeners’ needs, etc.
Use appropriate language
Ask for feedback
WHEN YOU’RE THE LISTENER
Pay attention
Listen for meaning
Consider the whole person
Be patient
Prepare to compromise as necessary
Provide feedback
AVAILABILITY
“My door is always open” must be attitude, not platitude
Ready availability to employees is critical
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