Final Content Flashcards
the desire to establish and maintain friendly and warm relations with others in the environment.
Need for power
Social or affiliation needs
Need for achievement
Need for affiliation
Need for affiliation
Eclectic/integrationist models:
Competencies for Interprofessional Teams: Domain 3: Interprofessional communication:
Include a customized approach, needs assessment, and consideration of the supervisee’s developmental level and cognitive style
Competencies for Interprofessional Teams:Domain 4: Teams & Teamwork:
Public territories
Include a customized approach, needs assessment, and consideration of the supervisee’s developmental level and cognitive style
Relies on measurement and analysis of tasks. Uses policies, procedures and formal relationships in work groups.
Public space
Functional work teams
Systematic Approach
Contingency Approach
is
Systematic Approach
is the process of guiding an organization by planning for future work obligations, organizing employees into functional units, directing employees in the process of completing daily work tasks, and controlling work processes and systems to assure adequate quality of work output.
Interprofessional teams
Contemplation
Cybernetics
Management
Management
which refers technically to the frequency of the sound waves produced and heard by the ear of the listener but generally is referenced as higher or lower, and is typically thought to communicate the speaker’s emotional state and level of excitement
Supervision
Competencies
Evidenced Based Management
Pitch
Pitch
Group of people focused on the completion of a shared goal./Operate with a high degree of interdependence./Share authority and responsibility for self-management./Responsible for collective performance./Work toward a common goal and shared rewards
Physiological needs
Teams
Management
Competencies for Interprofessional Teams: Domain 1: Values & Ethics:
Teams
Basic human needs to sustain life such as food, water, clothing & shelter.
Physiological needs
Modes of change: Refreeze
Management
Servant Leadership Theory
Physiological needs
is the level of arousal, direction, and persistence of behavior related to a goal
Motivation Factors Examples
Personal power
Cybernetics
Motivation
Motivation
Rewards (financial); Supportive interpersonal relationships with peers; Job security
Need for achievement
Need for power
Self-directed work teams
Hygiene Factors Examples
Hygiene Factors Examples
differs with the situation at hand and requires sensitivity to deal with different situations
Contingency approach
Need for affiliation
Intimate space
Functional work teams
Contingency approach
New behaviors are successfully incorporated into daily routines so that the behaviors become habitual.
Public space
Maintenance
Change management
Span of control
Maintenance
is related to the everyday issues of how things get done, such as management practices, employee satisfaction in a unit or job, and task assignments.
Self-directed work teams
Personal space
Transactional change
Social Roles Model
Transactional change
or the loudness or softness of voice
Body territory
Volume
Action
Paralinguistics
Volume
family, patient and health care professionals from different disciplines
Modes of change: Unfreeze
System skills
Interprofessional teams
Teams
Interprofessional teams
strategic planning, human resources, marketing and budgeting abilities that involve solving a problem and identifying, evaluating and implementing potential solutions.
High Performing Team
People skills
Political skills
Business skills
Business skills
ncreased stress · Denial · Self-interest · Lack of understanding trust, and ownership · Uncertainty · Motivation ·Different assessments or perceptions
Transformational change
Competencies
Modes of change: Change
Common reasons for resistance to change
Common reasons for resistance to change
places anybody can enter
Safety needs
Public territories
Modes of change
Systematic Approach
Public territories
ranges from 4 to 10 feet and is used for communication among business associates, as well as to separate strangers using public areas, such as beaches and bus stops.
Social space
Social Roles Model
Maintenance
Public space
Social space
Shared vision and goals/Shared leadership and accountability/Continuous learning and development/Customer focus/Capability to gather and use feedback and data
Interdisciplinary team
Social Roles Model
Collaborative practice
High Performing Team
High Performing Team
Engage in teaching and learning across disciplinary boundaries. Entrust, prepare, and supervise the sharing of disciplinary functions while retaining ultimate responsibility for services provided
Interprofessional education
Transdisciplinary teams
Contingency Approach
Interdisciplinary team
Transdisciplinary teams
Individuals are aware of a problem and the need to change and are considering taking action, but have made no commitment to any specific action.
Contemplation
Political skills
Competencies
Supervision
Contemplation
The need to maximize one’s potential.
Need for affiliation
Self-actualization needs
Need for achievement
Systematic management approach
Self-actualization needs
Leaders achieve change by expressing the value associated with outcomes and by articulating a vision of the future, resulting in commitment, effort, and improved performance on the part of subordinates.
Herzberg’s Hygiene/Motivation Theory
Transformational Leadership Theory
Equity Theory
Situational Leadership Theory
Transformational Leadership Theory
Because of their relationship to the area of health informatics, including written communication in the form of e-mail or documentation
Content Theories of Motivation
3 main constructs of Vroom’s Theory
Cybernetics and information theory
Charismatic Leadership Theory
Cybernetics and information theory
Composed of persons with specific expertise and knowledge. Work together to achieve an assigned goal or fulfill a specific purpose for the organization.
Cross-functional work teams
Transformational change
Functional work teams
Interprofessional education
Cross-functional work teams
Because of their contribution to aiding us in seeing how nonverbal communication, space, and distance impact relationships and understanding
Proxemics and expectancy violation theory:
Modes of change: Change
Common reasons for resistance to change
Process Theories of Motivation
Proxemics and expectancy violation theory:
ranges out to 1 foot and involves a high probability of touching. We reserve it for whispering and embracing
Intimate space
Political skills
Public space
Informal space
Intimate space
Psychotherapy-based models
Competencies for Interprofessional Teams:Domain 2: Roles & Responsibilities
More supervision is needed for a new therapist, and it is lessened and changes as the therapist gains experience.
o Person-centered supervision model
o Cognitive-behavioral model
o Feminist model Copyright
Expectancy X Instrumentality X Valence =
o Person-centered supervision model
o Cognitive-behavioral model
o Feminist model Copyright
skills involved with motivating others in ways that show respect and recognize either efforts and contributions.
Social space
Business skills
People skills
Public space
People skills
motivation depends on individuals’ perception of fairness in their interactions.
Equity Theory
Charismatic Leadership Theory
Vroom’s Expectancy Theory
Cybernetics and information theory
Equity Theory
Defined as the number of immediate subordinates who report to anyone supervisor
Informal space
Esteem needs
Span of control
Precontemplation
Span of control
is the ability to force compliance to one’s wishes through coercion despite resistance.
Power
Need for affiliation
Groups
Formal authority
Power
the desire to do something better or more efficiently and to master more complex tasks.
Need for power
Need for achievement
Social or affiliation needs
Need for affiliation
Need for achievement
A theory of communication that is focused on the impact and use of space distance and territory.
Motivation
Proxemics
Formal authority
Cybernetics
Proxemics
assume we are all continually growing in fits and starts and in growth spurts and patterns.
Modes of change: Change
Developmental models:
Transactional change
Transformational change
Developmental models:
understanding of the real and imagined fears, desires, and consequences of action perceived by others in the organization and environments in which you interact.
Public space
Qualitative Approach
Political skills
High Performing Team
Political skills
Motivation depends on individuals’ expectations about their ability to perform assigned work tasks and receive desired rewards. (Outcomes have higher values if they lead to other valued outcomes).
Vroom’s Expectancy Theory
Interdisciplinary team
McClelland’s Acquired Needs Theory
Herzberg’s Hygiene/Motivation Theory
Vroom’s Expectancy Theory
Place higher emphasis on “how” to motivate employees
Social or affiliation needs
Systematic management approach
Process Theories of Motivation
Motivation Factors Examples
Process Theories of Motivation
blend a number of different supervision models.
Eclectic/integrationist models:
Public territories
Functional work teams
Evidenced Based Management
Eclectic/integrationist models:
Operate with a high level of autonomy and responsibility. Still held accountable for outcomes and projects assigned to the teams
Social Roles Model
Developmental models:
Collaborative practice
Self-directed work teams
Self-directed work teams
Includes the distances people unconsciously maintain when they interact.
Personal power
Personal space
Formal authority
Informal space
Informal space
precontemplation, contemplation, preparation, action, maintenance
Modes of change
5 Stages of change
Motivation Factors Examples
Contingency Approach
5 Stages of change
Leaders should be attentive to the concerns of followers and empathize with and nurture them by first empowering them and helping them to develop their personal capacities.
Vroom’s Expectancy Theory
Charismatic Leadership Theory
Herzberg’s Hygiene/Motivation Theory
Servant Leadership Theory
Servant Leadership Theory
Composed of persons from several vertical levels of the organization who perform specific organizational functions.
Multidisciplinary teams
Fixed-feature space
Functional work teams
Contingency Approach
Functional work teams
is related to organizational issues such as mission, leadership, organizational culture, and “big picture” issues.
Cross-functional work teams
Need for achievement
Fixed-feature space
Transformational change
Transformational change
Basic tenants are that as the needs of the supervisee change, the role of the supervisor should change to better meet those needs.
Transactional change
Social Roles Model
Self-directed work teams
Social or affiliation needs
Social Roles Model
