Man: Test 2 organization, power, conflict

Question 1

Clear idea of chain of command, formal relationships, authority

Answer 1

components of structure

Solid/parallel

Question 2

Communication of like people in the same level of hierarchy

Answer 2

components of structure

horizontal

Question 3

: no direct authority over them/staff positions Ex: educator, clinical nurse specialist role advising to several units, administrative assistants

Answer 3

components of structure 
Advisory Position
(dotted line)

Question 4

: Person reports to 1 boss instead of multiple, for consistency, simple

• indicated by ___ between positions on the organizational chart
• One person/one boss in which employees have one manager to whom they repot and to whom they are responsible

Answer 4

components of structure
Unity of command
vertical solid line

Question 5

: number of people directly reporting to any one manager and determines the number of interactions expected of him or her, trying to limit the amount of people so large amount= hard to get all needs Ex: Vp of nursing

Answer 5

components of structure

Span of Control

Question 6

• executive coaching, change management, leadership, delegation and empowerment, etc.

• Look at organization as a whole as well as external influences, visionary, where they are taking the organization
• Strategic Planning
• Communication flows from the top, down.

Answer 6

Levels of Management

TOP:

Question 7

Nurse managers, directors, unit managers

• problem solving, team building, talent development, performance management, etc.
• Day to day unit needs integrated with day to day organizational needs
• Long and short range planning
• Communication flows upward and downward

Answer 7

Levels of Management

MIDDLE

Question 8

staff nurses, primary nurses, charge nurse, team leaders

• emotional intelligence and coaching for performance, etc.
• Day to day unit level needs but not setting budget, implement goals
• Short-range, operational planning
• Communication flows upward

Answer 8

Levels of Management

LOW

Question 9

: where a position falls on the organizational chart, determined by organizational distance, communicate up and down

Answer 9

Centrality

Question 10

• flows down and up, clearly defined and pretty efficient know who is in charged
  Disadvantage- hard to adjust rapidly, slows everything down
  Nurse-> to pcc-> to mangers-> to vp
  -go around if directly involves above person, first try chain of command, make sure good reason, gone through all steps

Answer 10

Types of Organizational Structures

– Line Structure

Question 11

–could be a temporary or project focus, two managers over all leaders functional manager –nursing, medicine, lab resources
project/product based manager- pediatrics, emergency room, oncology=work across all together

Answer 11

Types of Organizational Structures

– Matrix

Question 12

disadvantage- confusion to determine who to go to

Answer 12

Types of Organizational Structures

– matrix

Question 13

benefit- help to have a person to be very focused on product line, take in everyone’s connects, limits levels, shorter organization levels

Answer 13

Types of Organizational Structures

– matrix

Question 14

– aren’t as man levels needed, may help communication flow faster, increased work load of manager

Answer 14

Types of Organizational Structures

Flattened

Question 15

Disadvantage- span of control becomes very large Ex: nurse mangers over several units of staff, or no director,

Answer 15

Types of Organizational Structures

Flattened

Question 16

• symbols and rituals in an organization, manager be able to communicate tradition
  O Total of an organization’s values, language, traditions, customs, and sacred cows (few things present in an institution that are not open to discussion or change)

Answer 16

Organizational Culture

Question 17

types of power

Answer 17

reward
punishment
expert
referant
charismatic
informational
self
legitimate

Question 18

a.- favor, time off, influence over a person

Answer 18

reward power

Question 19

c.- time and experience, advanced training or skill, certain influence because good at it Ex: IV starters

Answer 19

Expert power

Question 20

d.- don’t have assigned position, do what every they say, position and training Ex: physician or pastor at church

Answer 20

Referant power

Question 21

e.- drawn to person

Answer 21

Charismatic power

Question 22

f.- similar to expert, possess something you don’t Ex: secretary has at finger tips that you don’t / nurses hold data and don’t tell doctor

Answer 22

Infromational power

Question 23

g.-over own life

Answer 23

Self power

Question 24

h.- associated with a position with assigned authority Ex: nurse manager

Answer 24

Legitimate power

Question 25

- To enable, develop, or allow - Decentralization of power - Employees given opportunity to make the most of talents, learning, and creativity

Answer 25

Empowerment

Question 26

* Expand personal resources, keep up knowledge * Present a powerful picture. * Pay the entry fee. People will watch you, be a hard worker, be accountable, comes with time * Determine the powerful. * Learn the language and symbols of the organization. * Use the organization’s priorities, know goals more influence you can have * Maintain a broad vision

Answer 26

Building a Personal Base

Question 27

conflict too little

Answer 27

organizational stasis

Question 28

conflict too much

Answer 28

reduced effectiveness and immobilization of employees , feel overwhelmed

Question 29

- between two or more groups of people, departments, or organizations Ex: nursing has issue with pharmacy

Answer 29

Intergroup conflict

Question 30

- within a person, internal struggle to clarify contradictory values or wants, can lead to high levels of stress and job attrition Ex: work place constraints on a nurse may prevent them from applying values

Answer 30

Intrapersonal conflict

Question 31

- two or more people with differing values, goals, and benefits/ may be linked with bulling, incivility, and mobbing

Answer 31

Interpersonal conflict

Question 32

conflict process

Answer 32

``` latent percieved felt mainfest aftermath ```

Question 33

- existence of antecedent conditions such as short staffing and rapid change, conditions are right for chance of conflict Ex: budget cuts

Answer 33

conflict process | Latent

Question 34

- intellectualized and often involves issues and roles, person recognizes it logically and impersonally Ex: roll eyes, huffing, cross arms, face red - can be resolved before internalized and felt, directly address if conflict really exists, open communication and mutual support can be resolved by pointing out the problem

Answer 34

conflict process | Perceived

Question 35

- conflict is emotionalized, start to notice Ex: hostility, fear, anger, mistrust

Answer 35

conflict process | Felt

Question 36

- action is taken Ex: withdraw, competes, debate, or seek conflict resolution - Gender plays a role =Men: aggressive/ Women: interpersonal aspects of relationships, avoid and pacify

Answer 36

conflict process | Manifest

Question 37

: how did it affect them later Well- believe position was given a fair hearing Poor- remain and may return later to cause more conflict

Answer 37

conflict process | Aftermath

Question 38

-each party gives up something it wants, antagonistic cooperation may result in a lose lose= feel given up more than the other, feel defeated Win/win- both parties give up something of equal value

Answer 38

conflict resolution | Compromising

Question 39

``` Compromising competing accommodating smoothing avoidance collaborating ```

Answer 39

conflict resolution

Question 40

used when one person pursues what it wants at expense of the others, win regardless of the costs, could cause a lose lose because affects working relationship

Answer 40

conflict resolution | Competing-

Question 41

Appropriate- resist unsafe patient care, policies, or procedures, unfair treatment, abuse of power, or ethical concerns

Answer 41

conflict resolution | competing

Question 42

-one party sacrifices belief and allow other party to win, expects some type of payback or accommodation from winning party in the future Ex: staffing on unit good today pull cna to your floor so you can have one of theirs later

Answer 42

conflict resolution | Accommodating

Question 43

Appropriate-if not of high value to person doing it

Answer 43

conflict resolution | Accommodating

Question 44

- one party in conflict attempts to pacify other party or focus on agreements rather than differences, emotional component is minimized, rarely results in resolution - used wrong calm down but never go back to solve

Answer 44

conflict resolution | Smoothing

Question 45

Appropriate-minor disagreements

Answer 45

conflict resolution | smoothing

Question 46

- parties are aware of conflict but choose not to acknowledge it or attempt to resolve it, problem will remerge later more exaggerated

Answer 46

conflict resolution | Avoidance

Question 47

Appropriate- trivial disagreements cost of dealing exceeds the benefit of solving it, one party has more power, problem will solve itself

Answer 47

conflict resolution | Avoidance

Question 48

- assertive and relationship means of conflict resolution -all parties set aside original goals and work together, problem solving is a joint effort with no superior subordinate, requires mutual respect, open honest communication, equitable, share power Downside- takes time to do it *best method to resolve conflict to achieve long term benefits

Answer 48

conflict resolution | Collaborating

Question 49

* Poor Communication * Inadequately defined organizational structure- no clear line of authority * Individual behavior=attitudes, values * Unclear expectations * Individual or group conflicts of interest * Operational or staffing changes * Diversity in gender, culture, or age

Answer 49

What are common causes of organizational conflict?

Question 50

- encouraging face to face resolution

Answer 50

managing conflict

Question 51

- temporary solution used in crisis where no time to handle conflict effectively, to get out of inappropriate environment, or time to think about it

Answer 51

Smoothing | managing conflict

Question 52

-third party, big issue on unit that affects staff, manager or pcc neutral party, all parties motivated to solve with no difference in status

Answer 52

managing conflict | Consultation

Question 53

-come together to delineate the function and responsibility, new roles

Answer 53

managing conflict | Responsibility charting

Question 54

-serious cases of dysfunctional conflict, by edu, training dev, and sensitivity training

Answer 54

managing conflict | Behavior change

Question 55

- manager intervene by transferring or discharging

Answer 55

managing conflict | Structure change

Question 56

managing conflict

Answer 56

``` confrontation smoothing consultation responsibility charting behavior change structure change ```

Question 57

-prepare mentally, determine incentives of person, your starting point, tradeoffs, bottom line, look for hidden agendas, clear info

Answer 57

negotiation tactics | Before

Question 58

-maintain composure= Calm, collected, self-assured, ask what you want assertively, good communication and flexibility, take break if tired or angry, avoid destructive behavior, be prepared to counter them if used against you

Answer 58

negotiation tactics | During

Question 59

- Restate what has been agreed upon, verbally and in writing, Recognize and thank all participants for their contributions to successful negotiation

Answer 59

negotiation tactics | After

Question 60

1. -intimidate others, aggressive, interrupt you 2. - diversionary tactic, explain something off topic 3. - more reluctant to disagree 4. - sympathy card 5. - controlling, ask to take time and think

Answer 60

``` destructive negotiation Destructive Ridicule Inappropriate questioning- Flattery- Helplessness- Aggressively taking over- ```

Question 61

accreditation hospitals are granted, voluntary choose to apply= demonstrate evidence takes a year or more to complete and costly , communicates to customers quality good performer and good patient care, structure of organization, they have more participation, lower hierarchy, flatter organization, staff has input 14 areas= research has shown that strength in these areas have better results inpatient care and more satisfied staff -team of people come walk through, talk with staff, spend a week there, determine if they met 14 areas, -do have to reapply for renewal every four years.

Answer 61

magnet status

Question 62

o Calm, collected, self-assured o Factual statements o Listen carefully and watch nonverbal communication o Open mind: cooperative o Understand other party, Always discuss conflict o Try not to belabor how the conflict occurred or to fix blame o Be honest, Start touch o Delay when confronted with unexpected negotiation o Never tell what you are willing to negotiate totally o Know bottom line, but never try and use it o Take a break if angry or tired

Answer 62

positive | During the negotiations:

Question 63

- Express need= both sides tell what issue is, what caused it - Determine if need can be met somehow - Negotiate to get resolution

Answer 63

Three steps to confrontation