Fluent Essays

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