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54 Cards in this Set
- Front
- Back
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communication
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the exchange of thoughts, messages, or information, by speech, signals, writing or behavior; verbal and nonverbal
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internal climate
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includes the values, feelings, temperament, and stress level of the sender and the receiver.
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external climate
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includes status, power, and authority as barriers to manager-subordinate communication.
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look at page 446,
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look at pg 446
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hospital information system (HIS)
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stand alone-systems, on-line interactive systems, networked systems, and integrative systems has also increased.
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personal digital assistants (PDAs)
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give users access to text-based information
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hot synching
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putting the PDA into a cradle or connecting it via cable to the central server
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electronic health record (EHR)
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longitudinal electronic record to patient health information produced by encounters in one or more care settings
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upward communication
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the manager is a subordinate to higher management
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downward communication
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the manager relays information to subordinates; this a traditional form of communication in organizations and helps to coordinate activities in various levels of hierarchy
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horizontal communication
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managers interact with others on the same hierarchical level as themselves who are managing different segments of the organizations
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diagonal communication
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the manager interacts with personnel and managers of other departments and groups such as physicians, who are not on the same level of the organizational hierarchy
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grapevine communication
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communication that flows quickly and haphazardly among people at all hierarchical levels and usually involves three or four people at a time.
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elements of nonverbal communication
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space, environment, appearance, eye contact, posture, gestures, facial expression and timing, and vocal expression
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assertive communication
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way of communicating that allows people to express themselves in direct, honest, and appropriate ways that don't infringe on another person's rights.
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passive communication
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occurs when a person suffers in silence although he or she may feel strongly about the issue
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passive-aggressive communication
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an aggressive message presented in a passive way
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look at pg 455
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look at pg 455
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forming stage
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when people are introduced into work groups, they must go through a process of meeting each other
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storming stage
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competition and attempts at the establishment of individual identities
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norming stage
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groups begin to establish rules and design its work
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performing stage
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the work actually gets gone
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termination or closure stage
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the leader guides members to summarize, express feelings, and come to closure.
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initiator
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contributor who proposes or suggests group goals or redefines the problem
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information seeker
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searches for a factual basis for the group's work
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information giver
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offers an opinion of what the group's view of pertinent values should be
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opinion seeker
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seeks opinions that clarify or reflect the value of other memebrs' suggestions
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elaborator
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gives examples or extends meanings of suggestions given and how they could work
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coordinator
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clarifies and coordinates ideas, suggestions and activities of the group
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orienter
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summarizes decisions and actions; identifies and questions departures from predetermined goals
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evaluator
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questions group accomplishments and compares then with a standard
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energizer
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stimulates and prods the groups to act and raises the level of its actions
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procedural technician
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facilitates group action by arranging the environment
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recorder
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records the group's activities and accomplishments
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facilitator
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creates the final meeting agenda and estimates the time for each agenda item; runs the meeting and gives notice when a decision is to be made or when future action is needed
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minutes keeper
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records the meeting's minutes but does not take down every word; records directions given, decisions, or action made and approved by the group
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time keeper
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keeps the group on schedule by tracking the time allotted for each issue on the agenda; seeks agreement from the group before allowing discussion on an issue to go over the predesignated time limit
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next agenda person
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records issues for the next meeting and helps to create the following agenda; includes on the next agenda who is responsible for what issue and the time that should be allowed for discussion
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action plan keeper
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records decisions for action in 2 ways; 30 days or long term. if something must be done before the next meeting, it goes on the 30 day list.
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encourager
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accepts and praises all contributions, viewpoints and ideas with warmth and solidarity
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harmonizer
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mediates, harmonizes and resolves conflict
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compromiser
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yields his or her position in a conflict situation
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gatekeeper
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promotes open communication and facilitates participation by all members
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standard setter
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expresses or evaluates standards to evaluate group process
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group commentator
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records group process and provides feedback to the groups
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follower
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accepts the group's ideas and listens to discussion and decisions.
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aggressor
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expresses disapproval of others' values or feelings though jokes, verbal attacks or envy
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blocker
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persists in expressing negative points of view and resurrects dead issues
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recognition seeker
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works to focus positive attention on himself or herself
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self-confessor
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uses the group setting as a forum for personal expression
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playboy
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remains uninvolved and demonstrates cynicism, nonchalance, or horseplay
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dominator
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attempts to control and manipulate the group
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help seeker
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uses expressions of personal insecurity, confusion, or self-deprecation to manipulate sympathy from members
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special interest pleader
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cloaks personal prejudices or biases by ostensibly speaking for others
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