Transcript Document
WELCOME TO HA425 SEMINAR # 2 OPERATIONAL ANALYSIS AND QUALITY IMPROVEMENT KU Instructor: John Long, M.S., CMM Preview of the Unit 3 Project Each part of your answer in the project should be at least 250 words in length and should be supported by strong research/industry information. Part One: What are the philosophical elements of CQI and how can these elements be used in a health care setting? Part Two: What are the structural elements of CQI and how can these elements be used in a health care setting? Part Three: What are the specific contributions of Shewhart, Crosby, Deming, Juran and Feigenbaum to the development of TQM? Use proper APA formatting and include at least 3 credible resources beyond the textbooks (cite your references)!!! What Motivates People? Chapter 2 of Introduction to Healthcare Management – Management and Motivation Define Motivation Extrinsic Rewards Intrinsic Rewards Who is responsible for motivating employees? Theories of Motivation (pages 25-29) Maslow’s Hierarchy of Needs Theories of Motivation Chapter 2 - Pages 25-29 Alderfer’s ERG Theory Herzberg’s Two Factor Theory McClelland’s Acquired Needs Theory Extrinsic Factor Theories of Motivation Reinforcement Theory (B.F. Skinner) Intrinsic Factor Theories of Motivation Adam’s Equity Theory Vroom’s Expectancy Theory Lock’s Goal Setting Theory Management Theories of Motivation Scientific Management Theory McGregor’s Theory X and Theory Y Ouchi’s Theory Z Motivational Strategies Expect the Best Reward the Desired Behavior Create a FUN (Focused, Unpredictable, and Novel approach). Reward Employees in Ways that Enhance Performance and Motivate Them Tailor Rewards Focus on Revitalizing Employees Get staff to take Responsibility for their own Motivation Play to Employee’s Strengths, Promote High Performance, and Focus on How They Learn Chapter 3: Organizational Behavior and Management Thinking Just as we observe the behavior of the people we encounter as we navigate our days, organizations also have behaviors. However, you must think of the organization’s behavior as an expression of the individual and group performance from within its walls. Healthcare managers are charged with the responsibility of creating an environment that reflects quality and professional behavior while balancing fiscal and consumer demands. As our text explains in detail, behavior is spurred by our thoughts (cognitions) and organizational behavior examines the thoughts and actions of the individuals within the entity. The study and application of organizational behavior is interdisciplinary in its approach and draws upon several distinct social sciences, such as social psychology, industrial psychology, and anthropology (Buchbinder and Shanks, 2007, p. 38-39). Perception and Thinking Perceptions – how a person makes sense of a situation affects his or her attitudes, attributions and behaviors. Judgements Shortcuts = Heuristics Cognitive Biases – (a) prior beliefs, (b) oversimplifying the problem, (c) flawed assessments, and (d) overestimating one’s capacity to influence events. Expectancy – prior knowledge or experience tends to make us perceive what we expect to perceive. Attribution Theory – people naturally seek to explain the likely cause of another’s behavior. Perception and Thinking Schemas – mental representations of one’s general knowledge and expectations about a concept. Personal Schemas characterize a person’s traits and actions Role Schemas define appropriate behaviors and expectations for a social category Event Schemas dictate one’s expected scripts for how an event should unfold Mental Models – deeply held internal images of how the world works (how we use information in our reasoning process). Sensemaking – the process by which organizations arrive at a reasonable interpretation of what an uncertain situation means. continued Management and Learning Current methods to foster learning and knowledge development in organizations often target ways to expand shared understanding, and to engage in collective sensemaking. Effective managers examine and test mental models and assumptions (among the staff) about the organizational world in order to increase shared understanding among members. Communication – the creation or exchange of understanding between sender(s) and receiver(s). Communication is one of the manager’s most powerful tools and most important responsibilities because it is used to create a shared, common focus among the team members. Problem Solving involves problem identification and problem solution.