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54 Cards in this Set

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