Organisational Behaviour Flashcards
(117 cards)
1
Q
Identify the increasing pressures in healthcare
A
- Social Cultural Pressures
- Financial Economic Pressures
- Technological Pressures
- Public and Political Turmoil
2
Q
Identify the healthcare trends
A
- From mono- to multidisciplinary practices
- From supply centered to client centred
- From intramural to extramural services
- From single organisational and practices to networks
3
Q
Dimensions of professionalism
A
Unique expertise
Authority
Autonomy
4
Q
Unique expertise
A
Professionalism is about applying general, scientific knowledge to specific cases.
- Complex (scientific) knowledge and functional knowledge (reflective skills), both explicit (from papers) and tacit knowledge (from experience)
- Beneficial for society
5
Q
Authority
A
- Legitimate power (professional are trusted)
- Based on knowledge: someone who has more knowledge than you
- Based on legal, organisational, professional, personal status
- Authority must be earned by actions
6
Q
Autonomy
A
The quality and state of being independent and self-directing, especially in decision making.
Enabling professionals to exercise judgement as they see fit during the performance of their job
7
Q
Professional autonomy
A
- individual or group
- Liberty: independence from controlling influences
- Agency: capacity for intentional action
- it is about privilege and ability of self governance
- the state of being independent and self-directing, in decision making
8
Q
Types of autonomy
A
Political autonomy
Economical autonomy
Clinical autonomy
- Focussed on the process
- Focussed on content
9
Q
Different views on classic professionalism
A
- A list of traits and behaviours
- As a role played in society
- As a social construction
- As a means and affect of social control
10
Q
Professionalism as a list of traits and behaviours
A
Of the profession
Organized professional group that defines:
- Standards of training
- Criteria of competence
- Quality criteria
- A code of ethic
- Has exclusive rights to perform certain tasks
Of a professional
- Specialised knowledge
- Altrustic (trying to do whats best)
- Reflexivity (reflect on what they do)
11
Q
Professionalism as a role played in society
A
Professions have certain traits and behaviours because of the function they have for the society, they are expected to act in the public interest
The important function comes with certain rights (self regulation) -> Social contract based on trust
12
Q
Medical professionality
A
The values, behaviours and relationships with the society that support and justifies the trust people have in doctors
13
Q
Professionalism as a social construction
A
- Political perspective: professionals secure a monopoly by carving out a domain, using specific tactics.
- Professions compete with each other for jurisdictional control
- Professional clashes: differences in professional identities
What constitutes evidence
Safe practise
Quality
The use of standard pathways
Importance of teamwork - Boundary work
14
Q
Boundary work
A
The range of activities by which professionals seek to lay claim to particular fields of knowledge and to assert their jurisdiction over particular tasks in the face of competition from other professional groups
15
Q
As a means and affect of social control
A
The link between power and control and large societal inequities
- The process of professionalization as a means of controlling ‘knowledge production’. Professionals have the power to define and control what is true for example in what constitutes health, sickness and treatment
16
Q
How do professional identities develop?
A
Through socialization: construction of the professional identity
- It is not a straightforward process, but rather an on going series
17
Q
deprofessionalisation
A
the loss of the unique traits of a profession; autonomy, monopoly, authority
18
Q
Proletarisation
A
Loss of power and status
19
Q
Post professionalism
A
Loss of exclusiveness of knowledge and skills
20
Q
the end of professionalism?
A
Increasing entanglement of professionals and the organizations they work for: professionals are increasingly inhabited by the organization
yet, the guidelines and indicators are invented by the profession, the professional can often deviate, the professional can work around the system
21
Q
reconfiguration of professionalism
A
Professionalism changes in terms of form, shape and meaning in the light of societal changes
22
Q
Professional hybridization
A
This term refers to situations where a qualified professional holds a position that involved management duties and responsibilities
23
Q
Connective professionalism
A
- Expertise, authority and autonomy become relational and procedural
- Not fixed and closed, but constructed and reconstructed with others
- Co-design, share, earning trust
- Are seen as effective, optimal and legitimate
24
Q
Two types of expertise
A
Relational expertise
Adaptive expertise
25
Relational expertise
The ability to attune ones responses to the enhanced interpretation with those being made by other professionals
26
Adaptive expertise
Flexibility, ability to innovate, continuous learning, creativity
27
Traits and skills approach
Leaders are people with specific characteristics and skills
Characteristics:
- Intelligence
- Self confidence
- Determination
- Integrity
- Sociability
Skills
- Technical
- Human
- Conceptual
28
Strong points traits and skills approach
Relates to our intuitive need to see our leaders as a special kind of people
Clear focus
Much research
29
Critique traits and skills approach
- There is no definitive list of trait and skills
- Fails to take situation into account
- Little research into outcomes
30
Style approach
Aimed at the behavior of leaders
Task oriented, relationship oriented, change oriented
- Laissez faire
- Transactional leadership
- Transformational leadership
31
Transactional leadership
Punishment and reward
Management by exception
- Active
- Passive
32
Transformational leadership
Idealized influence
- Roll modeling, trust, respect
Inspirational motivation
- Symbols and words that inspires people
Intellectual stimulation
- challenge people
Individualized consideration
- individualized support
33
Contingency approach
Turning your leadership style/behavior to the situation.
The type of leadership depends on the circumstances and situation.
- Contingentie
Leader-member relation (good/poor)
Task structure (high/low)
Position power (strong/weak)
34
Situational leadership
Depending on your type of leadership on level of competence and commitment. These level can differ over time.
- Cross-cultural leadership
35
Value approach
Aimed after the values leader represent
Authentic leadership
- Is leadership genuine and real?
- Trustworthy
- Intrapersonal and interpersonal
- Being yourself vs perception of followers
- self-awareness, internalized moral perspective, balanced processing and relational transparency
Servant leadership
36
Hybrid professional
- Dualism
- Managerial role-taking is facilitated when the hybrid has and maintains, legitimacy within the group of peers
- Organizing becomes embedded within professional action
37
The divisions of labour
- Task
Can change overtime and you cant control this
- Function
Combination of tasks, stable but can vary among organizations
- Occupation
Consists of certain types of tasks, stable tasks and the same among organizations
- Profession
Professional groups decide themselves, independently decides what is best for their client
38
Political autonomy
Political decisions, what is best for the professional group and practice
39
Economical autonomy
deciding own fees, own earnings
40
Clinical autonomy
Focussed on the process (how can it be organised) and the content (professional discretion, what kind of care/treatment/rules)
41
Trust vs control
Trust is not unlimited, there is internal control and the autonomy of these professional needs to be evidence based, according to society.
- Protocols, guidelines can reduce the professional autonomy
- Tension between trust and control
42
re-stratification
the drawing of professional elites into bureaucratic roles
43
bureaucratization
the standardization of work operating procedures
44
five strategies of professionals towards the introduction of knowledge management
co-optation
adaptation
circumvent
compliance
resistant
45
co-optation
Refers to the process of incorporating or integrating external or independent knowledge sources, typically individuals or groups, into an organizations existing knowledge management systems and practices. This process is often used to acquire and leverage external knowledge and expertise for the benefit of the organization.
46
adaptation
Refers to the process of modifying, adjusting or evolving knowledge management practices, strategies and systems in response to changing internal and external factors.
47
circumvent
actions or strategies taken to work around obstacles, challenges or limitations in knowledge management processes
48
Compliance
Refers to the practice of adhering to established standards, policies and regulations related to the management and use of knowledge management within an organization. It involves ensuring that an organization’s knowledge management practices are in line with legal, ethical, industry-specific and internal requirements.
49
resistant
Refers to the reluctance that individuals or groups within an organization may exhibit when faced with changes in knowledge management practices, processes or systems. .
50
Why is teamwork necessary to provide care?
- complex nature of medicine
- increasing chronic diseases
- specialization/task differentiation
- combining technical and non technical skills
- providing 24h care
51
added value of teams
individual level
- Stress reduction
- Higher job satisfaction
- positive effect on well being
- less intention to leave
Team level
- Learning
- Avoid erros
Organizational level
- Higher quality of care
- Higher safety of care
- Effective use of resources
- Positive HR outcomes
- Financial better
- Higher patient satisfaction
52
Features of a real team (Hackman)
- Clear team boundaries
name and functions of all team members, consensus on who is part and not part of the team
- Team member stability
Gives time to learn how to work together
- Interdependency
The need to interact frequently/closely/exchange resources, structural, structural interdependency, shared accountability instead of individual, bit referring to behavioural interdependency
53
Real team membership on real team characteristics (Lyubovnikova)
- Structural interdependency
- Shared objectives
- Team reflexivity
54
structural interdependency
Team members work closely together in a tightly coordinated way
55
Shared objectives
Team members work together towards a common purpose/shared goal, share several common objectives which are clear and agreed upon in the team and facilitates cooperative strategies and transactive money
56
team reflexivity
Team members regularly and systematically review their performance and adapt future team objectives and care processes accordingly; in order to recognize the purpose of a team and how to achieve this
57
Teaming
Coordination and communication with people, often across disciplinary boundaries or functional boundaries to get interdependent work done
58
Under what circumstances can teaming be effective?
- High level of complexity and uncertainty
- Situation in which quick adaptation and changes are necessary
- multiple disciplines working together
- standardization not possible
59
structural interdependence
Interdependence between team members, it captures the degree to which goals, tasks, and outcomes determine that collective relationship between team members
60
Five important characteristics of teams
- Membership
- Interdependence
- Shared goals
- Dynamics
- Organizationally bounded context
61
Membership
Team members, with team composition, team size, and team tenure have team membership as the foundation
62
Dynamics
Interaction between team members, in order to pursue shared goals and manage task interdependencies
63
Organizationally bounded context
A team does not exist in a vacuum, but rather is influenced by context
64
Leadership (Northouse)
A process whereby an individual influences a group of individuals to achieve a common goal
65
clinical leadership
A healthcare professional who is directly involved in clinical care and continuously puts effort in the improvement of care and inspires and motivates others to do the same.
66
Trait leadership
Certain individuals have special innate or inborn characteristics or qualities that make them leaders, and that it is these qualities that indifferentiate them from non leaders
67
Assigned leadership
Leadership that is based on occupying a position in an organization (managers or directors)
68
Emergent leadership
leaders because of the way other group members respond to them. Being verbally involved, being informed, seeking others opinions, initiating nee ideas and being firm but nog rigid
69
Power
the capacity or potential to influence
70
Five bases of power
Referent power
Experts power
Legitimate power
Reward power
Coercive power
71
Referent power
Based on followers identification and liking for the leader. A teacher who is adored by students has referent power.
72
Expert power
Based on followers perceptions of the leaders competence. A tour guide who is knowledgeable about a foreign country has expert power.
73
Legitimate power
Associated with having status or formal job authority. A judge who administers sentences in the courtroom exhibits legitimate power.
74
Reward power
Derived from having the capacity to provide rewards to others. A supervisor who gives rewards to employees who work hard is using reward power.
75
Coercive power
Derived from having the capacity to penalize or punish others. A coach who sits players on the bench for being late te practice is using coercive power
76
position power
Power a person derives from a particular office of rank in a formal organizational system; having higher status than the followers
past bij: legitimate, reward and coercive
77
Personal power
Influence capacity a leader derives from being seen by followers as likably and knowledgeable
past bij referent and expert
78
Leadership and coercion
To coerce means to influence other to do something against their will and may include manipulating penalties and rewards in the work environment.
- coercion involves the use or force to effect change
eg: leader whom has user power and restraint to force followers to engage in extreme behaviors
79
Three micro-processes through which hybrid identity is shaped (Sartirana 2018)
1. Familiarizing
2. Rationalizing
3. Legitimizing
80
Familiarizing
Acquiring awareness and practical knowledge to fill the gap between professional and managerial practices
81
Rationalizing
increasing the understanding of the hybrid identity, elaborating new means given to the profession self
82
Legitimizing
Developing social and cultural capital enabling hybrids to be authoritative and credible in the role of
83
Benefits of clinical leadership
- Higher job satisfaction
- Improved productivity
- Engaged employees
- Altruism
84
a few barriers to participation in clinical leadership
- Lack of incentives
- Lack of confidence
- Poor communication
- Poor teamwork
- Poor preparation for leadership roles
85
Strategic human resource management
The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals. It involves all of the activities that are implemented by an organization to affect the behavior of individuals in an effort to implement the strategic needs of a business.
86
People and hr strategy
a strategy ensuring that the organization’s people priorities and hr operations align with its goals and focus on the most impactful levers
87
leadership behaviours and development
development of individuals into leaders who can influence, motivate and enable their staff to reach organizational, team and individual goals
88
Employee engagement and well being development
tools, systems and processes to engage and retain employees and to enhance their well being
89
Upskilling, reskilling and learning and development
a strategy to identify competencies and reskilling/upskilling needs, to offer training programs that help employees gain new skills for their current position or a different one and to establish a range of digital applications and services.
90
Strategic workforce planning
systematic forecasting of workforce supply and demand scenarios based on the organizations goals, external trends and competency requirements from a strategic, longterm perspective
91
Hard HRM
Human RESOURCE management
More economics, trade off input and output
added values
92
Soft HRM
HUMAN resource management
Human side, fairness, norms and values
Moral values
93
Foundational models of HRM
Michigan model (Fombrun)
Harvard model (Beer)
94
Michigan model
Hard HRM
Theory X
Organizational strategy and mission are central
Incentives to perform
How can we make people make do things (reward etc)
95
Harvard model
Soft HRM
Theory Y
HRM facilitates, employees are central
Context mattere, different stakeholders matters
96
Strategic HRM aspects
Added value
Economic rationality
Efficient
Effective
Flexibilty
Quality
Innvoativeness
97
HUMAN resource maneuver aspects
Moral values
Relational rationality
Fairness
Legitimacy
Participation
Sustainability
Solidarity/trust
98
HRM system/HPWS
bundle of HR activities that increase organizational performance
99
Empowerment Enhancing Bundles
- Employee involvement in influencing work process/outcomes
- Formal grievance procedure and complaint resolution systems
- Job enrichment
- Self managed or autonomous work groups
- Employee participation in decision making
- Systems to encourage feedback from employees
100
Motivation Enhancing Bundles
- Formal performance appraisal process
- Incentive plans (bonuses)
- Linking pay to performance
- Opportunities for internal career mobility and promotions
- Health care and other employee benefits
101
Skill Enhancing Bundles
- Job descriptions
- Job based skill training
- Recruiting to ensure availability of large applicant pools
- Structured and validated tools/procedures for personnel selection
102
AMO model
Abilities/skills
- Recruitment & selection, training & development
Motivation/incentives:
- Coaching & mentoring, reward system, opportunity for promotion, performance management, support
Opportunity to participate
- Decentralization, self managing teams, more autonomy, participation
103
The differentiated workforce; four groups in the whole workforce
1. High uniqueness and high values, important to create effectiveness and uniqueness
2. Skills are not unique but they are of strategic value. Employed,
not in the correct workforce
3. Low uniqueness and and low values
4. High uniqueness and low values, people who have specialized knowledge but not much added value for effectiveness
not everybody is equally important and it is okay to recognize that and make your hrm strategy
104
Bathtub model
Relationship is on the surface, but the answer is below
Surface: HR strategies -> Organizational outcomes
Below: Employee perceptions & attitudes & performance
105
Pfeffers 7 best practices
Selective recruitment and selection
Extensive training
Performance related pay
Teamwork
Communication
Reduction of status differences
Job security
106
The Contextual SHRM framework focuses on three broad contextual mechanisms that affect the SHRM system adopted by a firm:
Competitive mechanisms
Institutional mechanisms
Heritage mechanisms
107
competitive mechanisms
encapsulate how a firm positions itself in the marketplace based on its products or services, competitors in the market and technology.
108
Institutional mechanisms
based on prevailing social, political, cultural, legal and regulatory aspects of the environment in which the firm is operating
109
Heritage mechanisms
based on path dependency associated with the way in which a firm has operated in the past, this partly determines future activities.
110
The contextual SHRM framework is an frequent process between context and the SHRM system, achieving an appropriate level of fit across the different elements. What fits are there?
Organization fit
Strategic fit
Environmental fit
Internal fit
111
Organization fit
between the firms heritage and the SHRM system -> creating an appropriate linkage between the SHRM system and other relevant systems in the firm including technological, production and control systems
112
Strategic fit
between the competitive mechanisms and the SHRM system -> ensuring alignment with business strategy
113
Environmental fit
between the institutional and the SHRM system -> ensuring an appropriate alignment of the SHRM system with the institutional environment of the firm, including the social, cultural, political and legal contexts
114
Internal fit
in the SHRM system itself -> Its various components must be aligned to maximize the synergies of the system
115
different human resource dimensions
1. Strategic dimension
board of directions, CEO, shareholders and financial institutions
2. Professional dimensions: focused on line managers, employees and personnel department
3. Societal dimension
Work councils, trade unions, government
116
a multidimensional perspective on performance
- Both economic rationality and relational rationality
- added values and moral values are important
- strategic performance
117
three levels of measuring performance
Financial: profit, sales, market share
Organisational: output measures such as productivity, quality, efficiency
HRM: employee attitudes and behaviors such as satisfaction, commitment, intention to quit
