MGT173 midterm

style d

style d

the driver, solution than problem, getting things done

style I

expressive, social, customer service

style s

steadiness, supportive, harmony, therapist

style c

analytical; compliance, cautious, conscientiousness

4 essential elements for cultivating trust

competence, connection, communication, honesty

competence

get the job done, effective decision making

• being careless and unreliable is the easiest way to lose trust

honesty

answer later with full picture, open conversation about how realistic

• promise too much and trust is broken

connection

see them as individuals and spend time understanding them

• basics of empathy

communication

communicate clearly and effectively

what makes situations challenging?

1. there is a lot at stake

2. there are opposing ideas

   1. there are strong emotions from one or both sides

4 strategies for preparing for challenging convos

1. build self-awareness: most challenging, reflect on past, current and future projects, objective as you can on this part

2. prepare for the conversation: think through how differently the conversation could go

3. seek first to understand then to be understood: open and curious attitude

   1. respond rather than react: breathe and slow down

primary stakeholder

people or groups that stand to be directly affected by an effort of an institution

• may hurt one but benefit another

  • particular population, residents, people experiencing problem in an organization

secondary stakeholder

people or groups that are indirectly affected by an effort or the actions of an institution

• parents, spouse, of the people, social workers, health and human services, community volunteers

  • police, emergency room personnel, teachers, landlords, contractors, employers

key stakeholders

those who can have a positive or negative impact on an effort or who are important within or to an institution

when to identify stakeholders and interests

involve stakeholders in a participatory process, should be apart of every phase of the work; allows for transparency

promoters

high influence, high interest; have both great interest in the effort and the power to help make it successful

defenders

have vested interest and can voice their support in the community but have little actual power to influence the effort in any way; low influence high interest

latents

no particular interest or involvement in the effort but have the power to influence it greatly if they become interested; high influence, low interest

apathetics

little interest and little power, may not even know the effort exists

the 5 typologies

felt needed, expressed need, normative need, comparative need, latent or unmet need

felt needed

what people experience as need

• pregnant women may feel the need for more information on childbirth and potential complications

expressed need

an actual request for services or programs - a felt need expressed in the form of demand for services (people seeking the service) or through community action

• the need for a place to exercise in a local community may be expressed as a demand for excersie classes, long waiting lists etc

normative need

expert or professional views on what is needed, determined on the basis of research, professional opinion, value judgements or established standards

• the advisable levels of flouride in water or the daily recs allowances of nutrients in food

comparative need

level of need is inferred by benchmarking against the volume of services or programs in comparable settings

• by comparing access to supportive care and education for patients with diabetes in different geographic locations

latent or unmet need

usually seen as a gap between known levels of need and actual take-up or avaliablity of services or programs

• the difference between the number diagnosed diabetes in a region and the number who access care, the gap between demand for emergency admissions and the capacity of local hospitals

VMOSA

vision, mission, objectives, strategies and action plans; practival planning process used to help community groups define a vision and develop practical ways to enact change

vision should be….

understood and shared by members of the community

broad enough to encompass a variety of local perspectives

inspiring and uplifting to everyone involved of local perspectives

easy to communicate (tshirt saying)

mission…

concise: one sentence

outcome-oriented: overarching outcomes

inclusive: broad

objectives…

behavioral objectives: look at changing behaviors of people and the products

• EX: neighborhood improvement increased amount of home repair taking place

community-level outcome objectives: community level instead of individual level

• process objectives: refer to the implementation of activities necessary to achieve other objectives

strategies

explain how the initiative will reach its objectives

the five types of strategies

1. providing information and enhancing skills

2. enhancing services and support

3. modify access, barriers, and opportunities

4. change the consequences of efforts

   1. modify policies

action plan

describes in great detail exactly how strategies will be implemented to accomplish the objectives developed earlier in this process

plan refers to a) specific changes to be cought b) specific action steps necessary to bring about changes in all of the revelant sectors or parts of the community

what the plan includes

action steps: what will happen

persons responsible: who will do what

date to be completed: timing of each action step

resources required: resources and support

barriers or resistance and a plan to overcome them

collaborators: who else should know about this action

objectives

specific measurable results of the intiative

types of objectives

1. process objectives: provide the groundwork necessary to achieve your other objectives

2. behavioral objectives: changing the behaviors of people and the products of their behaviors

   1. community-level outcome objectives: the product or result of behavior change in many people

SMART + C

specific, measurable, achieveable, relevant, timed, challenging

logic model

presents a picture of how your effort or initiative is supposed to work

logic model needs

purpose or mission what needs to change

contact or conditions

inputs or resources or infrastructure

activities or interventions

outputs

in VMOSA the vision and mission statements should be engthy and detailed to ensure comprehensive understanding

flase

evidence-based public health interventions can be indentified through consensus of opinion among informed experts

true

why is action plan an important component of VMOSA

it outlines how strategies will be implemented to achieve objectives

what signifies the effectiveness of an evidence-based public health intervention

documentation in reputable sources of information

what are the 3 basic types of objectives in VMOSA

behavoiral, community level outcome, process

project management

systematic approach to planning, executing and closing projects, ensuring aligh=nment with organizational goals and objectives

iron triangle

model highlighting three constraints of project management: scope, time and cost

program vs. project

programs are more ongoing and aim to provide long-term benefit, projects have specific start and end dates and achieve a particular objective

project life cycle

4-phase proces of initiating, planning, executing and closing a project

significance of project management in health

understanding the unique challeneges, requirements and importance of effective management in the health sector

social determinants of health

conditions in which people are born, grow, live, work, and age influencing health risks and outcomes. understanding its ink to health service program development ensures more targeted and effective service delivery

delieverable

any unique and verifiable product

unique characteristics of projects

each project is novel, require the involvement of many fields, complex, managing dynamic situation

project managers

critical role in monitoring progress, identifying problems or variations, modifying the plan and taking action accoridingly

health project management methods

1. development of new servces

2. to improve existing services

3. implementation of new organizational structures

4. conduct of procurement process

5. construction of new equipment and facilities

   1. to conduct research projects

project success is defined from 3 perspectives

1. project sponsor

2. project managers

   1. key stakeholders

critical sucess factors

• project mission

• top management support

• project planning

• client consultation

• people management

• techinical tasks

• client accpetance

• monitoring and feeback

• communication

  • trouble shooting

4 phases of project life cycle

1. inittate: concept and start up

2. plan: definition, scope, plan, and budget

3. implement: kickoff, track and control, pratcical completion

4. close

value proposition

positioning statement that explains what benefit you provide for who and how you di it unqiuely well

comprehensive position assessment

1. business/servive/product mix

2. access

3. price/cost

4. quality

   1. customer experience

customer segementation

groups individuals into segments on the basis of their needs and how those needs are expressed or acted on

organizational structure

division of the business as whole into departments or units

organizational deisgn

encompasses the process, roles, and formal reporting relationships of the business

functional departmentalization

subdivides work and workers into separate units reposibvle for business

• sales, HR

functional departmentalization advantages

• allows work to be done by highly qualiffied specialists

  • lowers cost and expenses by reducing duplication

functional departmentalization disadvanatges

• cross department coordination is complicated

• slower and less effective deicision making

• produce workers and managers with narrow expertise

product departmentalization

divides and organizes work and workers into separate units responsible for particular products or services

product departmentalization advantage

1. specialization of skills and expertise 

2. easy for managers to assess workers and work-unit performance 

3. more effective and efficient

product departmentalization disadvantage

1. duplication 

2. difficult to coordinate and communicate across departments

geographic departmentalization

divides and organizes work and workers into separate units responsible for certain geographic areas

geographic departmentalization  advantage

1. respond to the needs of different markets 

geographic departmentalization disadvantage

1. duplication 

2. difficulty in establishing effective communication and coordination

customer departmentalization

divides and organizes work and workers into separate units responsible for certain kinds of customers

customer departmentalization advantage

1. focuses on the needs of the customer 

customer departmentalization disadvantage

1. duplication of resources 

2. difficult to establish effective communication across departments 

3. unbalanced decision making

matrix departmentalization

hybrid structure, combines two or more forms of departmentalization

matrix departmentalization attributes

1. most employees report to 2 bosses 

2. more cross functional interaction 

3. significant amounts of communication and coordination are typical

matrix departmentalization advantage

1. allows companies to gather employees from different functional areas with varying expertise and experience to manage large complex projects 

2. ability to executive large and complex tasks 

matrix departmentalization disadvantage

1. consumption of time and resources  

2. confusion and disagreements 

3. managers must havefinely honed management skills and the ability to work within the constricts of a matrix structure

organizational authority

responsibility for certain areas of activity including the right to make decisions, take action and give directions and orders to achieve organizational objectives

delegation of authority

process of assigning direct authority and responsibility to a subordinate

delegation of authority transfers

1. manager must take full responsibility for the transfer of work activity 

2. manager must transfer full authority over necessary resources 

   1. transfer of accountability

Taylors key principles of scientific management

in order for an org to improve its efficiency it would need to recognize and adopt the most effective way to perform workplace tasks 

1. work process, techniques, and routines must be based on scientific study of the task 

2.  employees must be scientifically selected, trained and developed 

3. employees must be provided detailed instruction and supervision on assigned workplace tasks 

   1. work should be divided between managers and employees with managers planning the work and employees performing workplace tasks

coercive leaders

demand immediate compliance; do what i tell you

coercive leaders EQ

drive to achieve, initiative, self-control

coercive leaders climate impact

negative

coercive leaders works best when

• in a crisis to kick start a turnaround or with problem employees 

authoritative leaders

• mobilize people toward a vision  ; come with me

authoritative leaders EQ

elf-confidence, empathy, change catalyst

authoritative leaders works best when / impact

• changes require a nre vision or when a clear direction is needed 

  • impact: most strongly positive

affiliative leaders

• create harmony and builds emotional bonds 

  • people come first 

affiliative leaders EQ

empathy, building relationships, communication

affiliative leaders works best when / impact

• health rifts in a team or to motivate people during stressful circumstances 

  • impact: positive 

democratic leaders

• forge consensus through participation 

  • what do you think

democratic leaders EQ

• EQ: collaboration, team leadership, communication 

democratic leaders works best when / impact

• build buy-in or consensus, to get input from employees 

  • impact: positive 

pacesetting leaders

• set high standards for performance 

  • do as I do now

pacesetting leaders EQ

conscientiousness, drive to achieve ,intiiative

pacesetting leaders works best when / impact

• get quick results from a highly motivated and competent team 

  • impact: negative

coaching leaders

• develop people for the future 

  • try this 

coaching leaders EQ

developing others, empathy, self-awareness

coaching leaders works best when / impact

•  help employee improve performance or develop long term strengths 

  • impact: positive