content for final 5362

SMCR Model:

A foundational model of the communication process consisting of the Sender, Message, Channel, and Receiver

The Johari Window:

Key concepts= 1. you can build trust with others by disclosing information about yourself 2. with the help of feedback from others, you can learn about yourself and come to terms with personal issues

Environmental barriers:

Characteristic of the organization and its environmental setting, Include: competition for time and attention, multiple levels of hierarchy, managerial philosophy, power and status relationships, org complexity, and specific terminology

Personal barriers:

Based on individuals’ frame of reference, beliefs, values; based on SES, culture, past experiences, Arise from the nature of individuals and their interaction with others

Feedback:

A response or signal that enables a sender to determine if a message was received as intended; it is any information individuals receive about their behavior

Evaluative Feedback:

A form of feedback that provides a judgement, such as ‘excellent’, ‘very good’, or ‘good’

Descriptive feedback:

A form of feedback that provides specific observations or information about performance

Prescriptive feedback:

A form of feedback that provides instructions or manual-style guidance for future behavior

Task/Procedural feedback

Were patients satisfied; was project completed on time? Focused on outcomes

Relational feedback

Emphasizes how a group get along-interpersonal dynamics

Individual feedback:

focuses on a particular individual

Group feedback:

how well the group is performing

Negotiation:

The process by which two or more parties decide what each will give and take in an exchange

Distributive negotiation=

win-loss

Integrative negotiation=

win-win

Interactive negotiation=

joint problem-solving

Primary groups:

Include one’s family and close friends/peers; involve regular contact, fairly small, involve cooperation, share common goals, familiar with each other, have understanding of roles

Secondary group:

Comprise the larger circle of people we associate with

Reference group:

designate a group that an individual uses as a point of reference in determining their judgements, preferences, and behaviors

Informal group:

Referred to as clique, organized on the basis of the members’ common interest or goals; membership voluntary

Formal groups:

created by an organization; part of organizations formal structure

Functional/command group:

specified and outlined in an entity’s organizational chart

Functional:

members grouped by similar tasks

Command:

members formed into subgroups under leader’s legitimate power

Forming:

determine appropriate behaviors and core values of group

Storming:

Characterized by high levels of emotion because members are trying to find their group identity and exert their individuality

Norming:

Development of cohesion and structure occurs when the group’s standards, key values, and roles are accepted

Performing:

members have found their role(s) within the group, energy is focused on task

Adjourning:

Final stage representing the dissolution or termination of membership in the group

Task group:

include two or more people who are focused on an identified target, project, or specific issue or goal

Ad hoc groups:

generally established to deal with a specific issue or problem

Teams:

small group of people committed to a common purpose

Work teams:

continuing work units that are responsible for producing goods and providing services

Parallel teams:

draw members from different work units or jobs to perform functions that the regular organization is not equipped to perform well

Project teams:

time limited and produce one-time outputs

Management team:

coordinate and provide direction to the subunits for which they are responsible, laterally integrating interdependent subunits across key business processes

Organizational behavior is an applied behavioral science that distinctively synthesizes knowledge from multiple foundational fields. Which fields?

Psychology, sociology, anthropology, political science, economics

In organizational behavior, motivation theories are broadly classified into content and process frameworks. Which of the following statements best describes the distinct focus of a process theory of motivation?

 It examines the cognitive mechanics, behavioral pathways, and decision-making steps through which an employee's motivation is channeled and sustained over time.

Research indicates that one of the primary reasons managers fail stems from which of the following?

Difficulty in handling change

According to Bernard Bass’s widely accepted framework, transformational leadership is structurally defined by a specific cluster of behavioral dimensions.

Charisma, inspiration, intellectual stimulation, and individualized consideration.

The __________ describes a psychological and behavioral phenomenon in organizational research where individuals temporarily modify or improve an aspect of their behavior simply in response to the awareness of being observed

Hawthorne effect

Which philosopher is best known for emphasizing that moral actions are determined by duty and intention rather than consequences, as expressed in the concept of the "categorical imperative"?

Kant

A(n) _____________________ is defined in organizational behavior as a cognitive, causal explanation for an observed event or human behavior.

Attribution

Rank the Hierarchy of Needs from the most basic (1) to highest (5) according to Maslow (1954).

1-    Physiological needs

2-    Safety and security

3-    Love and belonging

4-    Self-esteem

5-    Self-actualization

Identify the correct statement according to the principle of distributive justice.

If a person is entitled to a holding and transfers the holding, the person to whom it is transferred is now entitled to it.

The field of organizational behavior (OB) is established upon three primary pillars or goals regarding human dynamics in the workplace. Which of the following best summarizes these three core goals?

Explaining why workforces behave the way they do, predicting future behavioral patterns, and providing managers with tools to influence behavior toward organizational success

Growth-

An individual’s intrinsic need to be creative and to make useful contributions.

Existence-

An individual's concern with basic material and physiological requirements such as food, water, and working conditions

Relatedness

The need for developing and sustaining interpersonal relationships such as relations with family, friends, and coworkers.

____________ discussed a concern for workers within the scientific management approach; however, the human relations or behavioral movement of management did not begin until after the landmark Hawthorne Studies.

Douglas McGregor

The term _____ was coined by Robert Greenleaf in his foundational 1970 essay to describe an approach to leadership that prioritizes the growth, well-being, and highest needs of followers, emphasizing that a leader's primary motivation is to support others in achieving their full potential.

Servant Leadership

According to Fred Fiedler’s Contingency Theory of Leadership, situational control is determined by the interaction of three structural dimensions: leader-member relations (the degree of systemic trust and mutual respect), task structure (the presence of clear directions and highly standardized policy), and leader position power (the manager's formal degree of operational control and organizational influence).These dimensions combine to classify an administrative  environment into one of four distinct levels of favorableness. Under Fiedler's diagnostic matrix, which of the following environmental configurations strictly constitutes a very unfavorable situation for a health systems executive?

Deficient leader-member relations, highly unstructured operational workflows lacking standardized policy, and a deficient degree of managerial control and influence.

What is paternalism in health care?

 Clinical providers making decisions for patients without their input

In the foundational leadership studies conducted by Kurt Lewin (alongside Lippitt and White), the group exposed to which leadership style displayed the lowest levels of cooperation, produced the fewest items, and generated work of exceptionally low quality?

Laissez-faire (Delegative)

An administrator overseeing an outpatient oncology clinic notices a sudden spike in turnover and a decline in morale among the nursing staff. An internal climate assessment reveals that while the nurses are satisfied with their baseline salary, they feel their daily patient acuity levels and charting workloads are significantly higher than those of nurses in the dermatology clinic down the hall who receive identical compensation. According to Equity Theory, how are these nurses attempting to resolve their perceived inequity, and what is the best administrative intervention?

They are adjusting their behavioral outcomes by leaving the organization; the administrator should improve transparency regarding workload distribution and review staffing assignments

When a health system executive allocates a limited supply of high-cost oncology pharmaceuticals across a multi-hospital network, they must navigate the ethical principle of justice. If the executive allocates the resource strictly based on a patient's clinical need and vulnerability rather than their financial status, insurance coverage, or societal position, they are prioritizing distributive justice. Conversely, if the system allocates resources based entirely on a patient's willingness and economic ability to pay, it is operating under the framework of market justice. According to health care ethics literature, which of the following statements accurately characterizes the challenge of operationalizing justice in this administrative setting?

Market justice assumes that healthcare is a social good that should be collectively financed and distributed equally to all citizens regardless of economic output

According to the Hersey-Blanchard Situational Leadership Model, a leader must follow a prescriptive, ordered progression of leadership styles that maps directly to an employee's evolving maturity and developmental readiness. What is the correct sequence of these leadership styles, ordered from the lowest to the highest level of employee development?

Telling/Directing, Selling/Coaching, Participating/Supporting, Delegating

According to Morrison & Ellison's Chapter 10, what does leveling down to achieve equity translate into:

Reducing the health of the best-off populations to be more in line with the worst-off populations to reduce inequality

__________________ ethics help guide the rules for decision-making, emphasizing that actions can be legal but not necessarily ethical, and include understanding community standards and professional codes of conduct. Choose the best response:

Normative

Which theory speaks of the maximization of pleasure or happiness?

Classical utilitarianism

A hospital department director is overseeing a team of newly hired, recently graduated registered nurses. The director notes that while these nurses are highly enthusiastic and deeply committed to their roles, they still lack the clinical experience and technical competence to perform complex ICU procedures independently. According to the Hersey-Blanchard Situational Leadership Model, which leadership style should the director utilize for this specific developmental level?

S1: Directing / Telling (High task focus, low relationship focus)

A hospital unit manager reviewing a series of electronic health record (EHR) medication documentation errors immediately concludes that the night-shift nurses are simply careless and lack proper competence. The manager fails to consider that the unit has been chronically understaffed and experiencing unprecedented patient surges. According to Attribution Theory, which cognitive bias is this healthcare leader demonstrating, and what is its institutional risk?

The Fundamental Attribution Error; it misidentifies systemic, external operational issues as individual, internal failures, potentially damaging employee trust and retention

Which of Hofstede's Cultural Dimensions refers to the degree to which members of a culture feel uncomfortable with ambiguity?

Uncertainty Avoidance

Which philosopher is best known for the ethical theory that emphasizes achieving the greatest good for the greatest number, even if it means the ends justify the means?

Mill

David McClelland’s Acquired Needs Theory suggests that a manager with an exceptionally high need for ______________ often suffers from weakened objectivity and compromised decision-making capabilities due to a desire to avoid conflict and maintain interpersonal popularity. Choose the best answer.

Affiliation

Which philosopher emphasized that virtue is demonstrated through action rather than discussion, and centered his ethical theory on concepts such as practical wisdom, excellence (areté), and eudaimonia?

Aristotle