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98 Cards in this Set
- Front
- Back
MANAGEMENT
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- the process of getting things done through other people (coach or teacher)
- It is the planning and directing of efforts and/or the organizing and employing of human or material resources to accomplish some predetermined goals and objectives. |
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TRADITIONAL ROLES OF MANAGEMENT
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- planning
- organizing - staffing - directing - coordinating - reporting - controlling - budgeting |
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DEFINITION OF PLANNING
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- determining the vision and mission of the enterprise
- Determines programs and objectives - Works out methods and procedures to accomplish the purpose of the enterprise |
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BENEFITS OF PLANNING
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- ensures that we work effectively and efficiently (use the best resources to get to the goal)
- Assists in doing thins right the first time - It is proactive, rather than reactive |
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STRATEGIC PLANNING
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- plans for achieving long range goals
- fulfills the mission and values of the organization |
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TACTICAL PLANNING
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- plans for achieving short-range goals
- Translates broad goals into specific objectives and action plans |
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ORGANIZATIONAL PLANNING
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- plans which include:
- organization chart - position descriptions - channels of authority - communication |
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PHYSICAL PLANNING
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- plans for the site of the buildings
- plans for the layout of the offices, location of diagnostic and therapeutic equipment |
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FUNCTIONAL PLANNING
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- planning directed toward major functional units
- Ex: nursing services, clinical laboratory, human resources, finance, clinical services |
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OPERATIONAL PLANNING
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- planning that deals with work processes
- Ex: procedures, quality control, safety, etc... - Quality control is very important because many deaths occur from medical errors |
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FINANCIAL PLANNING
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- planning which addresses the inflow and outflow of currency, profit and loss, budgets, cost and profit centers, charges, and salaries
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OTHER EXAMPLES OF PLANNING
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- career planning
- time management plans - daily work planning |
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5 ELEMENTS OF PLANNING
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- philosophy/values
- vision - mission - goals - objectives - strategies |
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PHILOSOPHY/VALUES OF THE ORGANIZATION
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- states the fundamental values of the organization
- The philosophy or value statement is translated into the vision. - Ex: CHA recognizes its position as a member of the community and seeks to meet the health care needs of the entire community in order to create a better future. |
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VISION OF THE ORGANIZATION
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- deals with the purpose
- should be clear and exciting - should leave wide latitude for pursing new opportunities - should fire people up in the organization - states what the organization will be like or look like when it is fulfilling its purpose - states an expression of hope - possesses idealism, uniqueness, future orientation, and imagery - Ex: Our vision is to become the most prestigious multispecialty group practice in our region, with a national reputation for excellence - The vision is translated into a mission statement |
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MISSION OF THE ORGANIZATION
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- proclaims the purpose of the organization in broad terms
- defines the organization - specifies the unique aim of the organization and differentiates it from other organizations. - Answers: who are we? What are we? Why do we exist? Who is our constituency? - States where the organization wants to be in the near future - Be clearly expressed in one paragraph or less - Language a 10th grader understands - Be believable to everyone in the organization - Ex: The mission and purposes for which the corporation is formed are to establish maintain and operate hospitals; to conduct educational activities related to care of the sick and injured or the promotion of health; to promote and conduct scientific research related to care of the sick and injured or promotion of health; to engage in any activity designed to promote the general health of the community we serve. - Translated into goals |
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GOALS OF THE ORGANIZATION
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- The efforts undertaken to fulfill the mission and vision
- states what the Health Service Organization seeks to accomplish - Gives more specific direction to the entire HSO - When accompllished the goals result in fulfillment of the mission - Ex: The chief goal of the hospital is to provide adequate and appropriate level care and treatment to its patients. - Always more than one goal - translated into objectives |
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OBJECTIVES OF THE ORGANIZATION
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- relate to more specific actions taken to reach the goal(s)
- The ends and results to be accomplished by various HSOs or their units - provides specific direction for managers and employees - realistic - understandable - measurable - behavioral (take action) - achievable - specific Ex: By the end of the next quarter, we will provide triage within 10 minutes for all patients entering the ER |
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STRATEGIES IN AN ORGANIZATION
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- The action steps
- States the specifics on how to accomplish the objectives - Ex: Develop a telephone triage system to refer patients to primary care if ER care is deemed appropriate |
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DEFINITION OF ORGANIZING
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- the establishment of a formal structure of authority and division of labor through which administrative subunits are defined and coordinated to carry out the plans.
- Gearing up to carry out the decisions made in the planning phrase. - It concerns delineating tasks and establishing a framework of authority and responsibility for the people who will carry out these tasks. |
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WHAT ORGANIZING INVOLVES
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- analyzing the workload
- Distributing the workload among employees - Coordinating the activities so that the work proceeds smoothly |
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ORGANIZING TOOLS
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- Policies, Procedures, and Rules
- Position descriptions - Organization Chart |
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POLICIES
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- guidelines for reaching goals and controlling behavior in the organization
- unnecessary or vague policies create red tape - Poorly worded policies lead to confusion - Inappropriate, ill-conceived, unfiar or illogical policies become obstacles to effective perfomance and require many exceptions - An absence of policies results in crisis management and time will be wasted making the same decisions over and over again. |
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PROCEDURES AND RULES
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- Specific means or methods to ensure that the policies are followed
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DOCUMENTATION FOR POLICIES, PROCEDURES, AND RULES
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- Employee Handbook
- Policy and procedures Manual |
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POLICY ISSUES
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- Job sharing- 2 people work one full time job
- Flexible Scheduling- flexible arrival or departure as long as the person works the amount of hours he or she is suppose too - Work at home programs - Smoking and drug use - Exposure to hazardous agents - Precautions regarding care of patients with AIDS - Sexual harassment (workshops) - Cultural diversity - Discrimination based on age or disability - Requirements of accrediting and regulatory agencies - Use and abuse of corporate email |
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USES OF POLICIES
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- To promote understanding, clarity, and consistency of behavior because employees who know what is expected of them feel more confident
- eliminate repetitive decision making and standardize responses - help in the orientation of new hires - provide documneted controls as required by licensing and accreding agencies |
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SITUATIONS THAT NEED A POLICY OR POLICY CHANGE
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- introduction of a new service
- Frequent violations of procedures or rules - Problems of productivity, quality, schedules, or time - Legal, ethical, or moral issues - Frequent complaints from customers or employees - Behavioral inconsistencies - Repetitive questions being asked about procedures or rules |
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POSITION DESCRIPTIONS
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- regarded as contracts between the employer and the employee
- establishes a rational link with performace appraisals/evaluations - written in broad terms to provide more flexibility and to avoid rapid obsolescence - used to communicate what is expected of an employee - explains what an employee is to do and how well it must be done - States only what is expected and the necessary qualifications |
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COMPONENTS OF A POSITION DESCRIPTION
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- Title and classifcation is important for prestige and self esteem
- Summary Statement (position summary, Umbrella statement, function statement) condenses the responsibilities of the position - Required Competencies describes the requirements of the job not the qualifications - Reporting and coordinating relationships which identifies the immediate supervisor and others to whom he/she is accountable - Special Demands - Working Environment - Responsibilities, Duties and Tasks - performance standards |
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EXAMPLES OF REQUIRED COMPETENCIES
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- Those the job holder MUST have and those you would like them to have
- educational requirements - experience requirements - Special skills/ certifications - temperament, traits and personality - describe desired traits of special importance or sensitivity in behavioral terms |
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SPECIAL DEMANDS
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- most professional and technical positions make special demands on the person assuming the job
- Demands absolute integrity and accuracy in reporting observations - demands discretions with patient information - demands willingness to alter work schedules - demands ability to work under stress |
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WORK ENVIRONMENT
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- physical space
- temperature extremes - exposure to infectious agents - exposure to chemicals, radiation adn other hazards - type of safety equipment and attire required - ADA requirements |
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RESPONSIBILITIES, DUTIES, AND TASKS
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- based on perfomrance criteria
- related to observable work behavior or results - list in order of importance - use action verbs - Ex: Evaluates clinical results, makes visitors welcome |
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PERFORMANCE STANDARDS
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- inform employees how well they must do their work
- simplify performance evaluations |
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USE OF PERFORMANCE STANDARDS
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- provide guidelines for orienting and training new employees
- enable employees to appraise their own performance - provide a solid basis for perfomrance appraisals, counseling, and disciplinary actions - suppoer pay for performance and promotion selections strategies - identify training and development needs - satisfy the requirements for accrediting and licensing agencies - avoid charges of discrimination and protect against grievance actions |
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ORGANIZATION CHART
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- represents how authority is delegated or how formal power is passed down the hierarchy
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ORGANIZATION DESIGN
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- refers to the way the building blocks of the organization are arranged to improve effectiveness and adaptive capacity
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WHEN AN ORGANIZATION DESIGN IS REQUIRED
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- when a new organization is forming
- when an existing organization is experienceing severe problems - when there is a change in the environment that directly influences internal policies. - when new progrmas or product lines are developed - when there is a change in leadership |
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ASSESSMENT NEEDED BEFORE CREATING AN ORGANIZATION DESIGN
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- identify or review the organization mission
- assess the organization itself based on its strengths and weaknesses - assess the human resources based on appropriate knowledge and skills - assess the political climate (informal organization) |
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COMPONENTS OF AN ORGANIZATION DESIGN
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- "FORM FOLLOWS FUNCTION"
- determine the desired capabilities and functions within the organization - create the form based on the desired functions |
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TYPES OF DESIGNS
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- functional design
- divisional design - matrix design - parallel design - product line or program design |
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FUNCTIONAL DESIGN
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- appropriate when labor is divide into departments specialized by function
- Most useful when the organziation has only a few products or goals - enables decisions to be made on a centralized, hierarchical basis - appropriate when an organization is in a relatively simple, stable environment ( no environmental changes, and limited contact with other organizations) - Unsuitable when an organization grows and begins to diversify its services ebcause interdepartmental coodination tends to be poor and decisions pile up at the top |
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DIVISIONAL DESIGN
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- Often found in large, academic medical centers that operate under conditions of high environmental uncertainty like medical school intensive research activities
- Often found in pharmaceutical companies and health supplier organizations where a large variety of products and markets are involved - most appropriate where clear divisions can be made within the oranization and semiautonomous units can be created - decentralizes decision making to the lowest level in the organization where the key expertise is available - individual divisions have considerable autonomy for the clinical and financial operations with its own internal mangement structure |
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MATRIX DESIGN
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- "mixed" designs
- evolved to improve mechanisms of lateral coordination and information flow across the organization - Dual authority system (both people will report to a common superior and have authority over the same workers) - particularly useful in highly specialized technological areas that focus on innovation - allows program managers to interact directly with the environment technological developments - each program requires a multidisciplinary team approach |
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DISADVANTAGES TO MATRIX DESIGN
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- Dual authority line causes workers to report to two bosses. This can be difficult because of conflicting thoughts and expectations
- expensive because a lot of time is spent in meeting in order to keep everyone informed of program meetings - Additional costs because of dual accounting, budget conrol, performance evaluations, and reward systems |
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PARALLEL DESIGN
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- originally developed as a mechanism for promoting quality of working life in organizations
- is responsible for complex problem solving requiring participatory mechanisms while the functional organization retains responsibility for routine activities in the organization - a means of managing and responding to changing internal and external conditions - Used by organizations who use continuous quality improvement or total quality management approaches because they place the clients or patients concerns at the center of the organization - headed by a quality council made up of members of the functional side of the organization - representatives are drawn from all levels in the hierarchy and form all departments involved in the work process |
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ADVANTAGES OF PARALLEL DESIGN TO INDIVIDUAL STAFF MEMBERS
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- expands their power
- provides opportunities to affect the oranization's decisions - increases involvement in organizational issues - offers the potential for individual growth through broadening of the range of work activites |
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DISADVANTAGES OF PARALLEL DESIGN
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- organization members spend too much time in meetings
- increases costs of operations - parallel structure may begin to assume responsibilities for routine decisions, overriding the functional structure - increases conflicts over perceived priorities and resource allocations between the 2 structures |
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PRODUCT LINE (PROGRAM DESIGN)
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- The placement of a person in charge of all aspects of a given product or group of products
- a cost center and the person in charge is responsible for all budgetary and financial responsibilites associated with the product. - The person is responsible for coordinating all the funcional resources required to successfully manage the product line including planning, marketing, and human resources - Sets criteria for grouping products |
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EXAMPLES OF PRODUCT LINES
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- women's care
- oncology - cardiology - rehabilitation - substance abuse - long term care - health promotion |
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ADVANTAGE OF A PRODUCT LINE
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- increases operational efficiences by analyzing costs and revenues across related product lines so that redundancies will be eliminated
- Enhances market share by targeting marketing stratgies to the group of products and promoting the products to different segments of the market as appropriate (elderly, women) |
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DISADVANTAGES OF THE PRODUCT LINE
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- The board, management, and medical staff need to be educated to the changes
- its difficult to choose criteria for grouping products - the product line managers need to be selected and trained. |
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STAFFING
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- recruiting, selecting, training, developing, promoting and retaining the employees to carry out the responsibilities necessary to fulfill the organization's vision, mission, goals, and objectives
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BENEFITS OF EFFECTIVE STAFFING
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- improved customer service
- team building - successful quality management strategies - cost control |
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PROBLEMS WITH INEFFECTIVE STAFFING
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- Training a replacement
- Repeat recruitment through advertising, interviewing, and negotiating - time - potential customer loss - lower productivity - possible unemployment compensation claim - potential lawsuit |
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HOW TO GET A GOOD EMPLOYEE
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- The recruiting program needs to provide many good candidaes to choose from
- The selection process that can pick the best candidate with a high degree of confidence - The ability to persuade candidates of your choice to accept your offer |
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CHARACTERISTICS OF DESIRABLE CANDIDATES
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- required technical or professional skills and expertise
- Social skills which are determined through the persons ability to articulate and being able to say and do what is necessary to maintain rapport with customers - teamwork - cooperation - collaboration - good communicator - rapid learners - flexible |
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LEGAL CONSTRAINTS TO HIRING
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- Civil rights act of 1964
- Executive order 11246 - Affirmative Action - The Equal Employment Opportuity Commission (EEOC) oversees affirmative action |
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AFFIRMATIVE ACTION
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- requires employers to identify areas of:
- minority and female underutilization - numerical hiring goals - promotion goals and other actions that increase minority and female employmentin job classifications where they are currently underutilized |
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UNLAWFUL INQURIES
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- age
- nationality - marital status - spouse's occupation or place of employment - pregnancy or plansfor pregnancy - child or babysitting arrangement - Military record unless it related to work performance - Arrest record (can only ask about one's conviction record) - membership in organizations other than work related ones - religious affiliation - Nature, severity, or existence of physical or mental impairments (no questions about use of sick leave) - Worker's compensation history - Questions asked only of mebers of a protected group (every person must be asked the same question) |
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AGE DISCRIMINATION IN EMPLOYMENT ACT OF 1967
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- amended in 1986
- prohibits employers from placing an age limit on candidates for employment - Exceptions are where age is bona fide qualification |
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REHABILITATION ACT OF 1973 AND THE AMERICANS WITH DISABILITIES ACT OF 1992
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- any questions asked of candidates should relate to the job in some way
- If candidate reveals inability to perform an essential function, do not probe into the medical history - Tailor questions to identify how the disability renders the applicant unable to perform - Employer may take measures to enable the person to perform essential funcions like widing doors or eliminating some non essential or infrequently performed tasks |
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RECRUITMENT SOURCES
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- employee referrals
- newspaper job listings - recruitment firms - college recruitment - unsolicited resumes - direct mail - employment agencies - computerized databases - job fairs - walk in applicants |
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PERSONNEL SELECTION INSTRUMENTS
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- application forms and resumes including a cover letter
- Credentials(confirm licenses, certifications, registrations) - Pre-employment tests - Interviews |
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WHO SHOULD CONDUCT THE INTERVIEW
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- persons trained in the skill
- persons with whom the candidate will regularly interact - The immediate supervisor - Others as deemed necessary |
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FACE TO FACE INTERVIEWS
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- one on one
- sequential one on one - group/team/panel - combination |
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TELEPHONE INTERVIEW
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- one on one
- group/team/panel |
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CLOSE ENDED QUESTIONS
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- get basic data
- Did you like your last supervisor? |
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OPEN ENDED QUESTIONS
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- to get detailed information
- Tell me about your last supervisor |
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ICE BREAKERS
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- used to warm up the applicant
- How did you learn about the job? |
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WHAT QUESTIONS SHOULD MEASURE
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- determine professional or technical competency
- measure motivation - evaluate teamwork - evaluate followship skill - evaluate stress resistance - Determine retention potential (how long the applicant will be there) - determine customer orientation |
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THE CANDIDATE'S QUESTIONS
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- reveal insights about their values, goals, and their professional and technical knowledge
- How would you describe the personality of the organization? |
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EVALUATING THE CANDIDATES
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- evaluate the required and preferred qualifications, including education and experience
- weigh negatives more heavily than positives - evaluate the likelihood of flexibility and the ability to adjust to change - watch for strong feelings and beliefs that suggest rigidity and intolerance - Note where the candidate's emphasis is placed |
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HOW THE INTERVIEWER SHOULD MAKE A GOOD IMPRESSION
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- introduce the candidate to one or two key people
- creae a positive vision in the candidate's mind by matching what the job offers with what the candidate wants - if candidate is especially interested, discuss what you have to offer - Do not forget the spouses - answer questions completely and honestly - avoid salary negotiations until you make an offer - if there is a mentoring program mention this to the candidate |
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SPECIAL INCENTIVES
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- cash bonuses
- relocation packages - tuition reimbursement - paid employee training - flextime - transportation reimbursement |
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POST INTERVIEW ACTIVITIES
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- write and organize the report
- Notification- if you don't offer them the job than tell them - Medical testing - checking references (could be done prior to the interview or by writing, phone, or email) - Finalizing the hiring |
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ORIENTATION
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- early impressions last
- the first 90 days are crucial -orientation starts before the new hires arrive - the new employee is responsible for learning and understanding the total company - teaching the basics come first - info is timed to employee's needs - info overload must be avoided - The employee's supervisor must be involved |
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TRAINING
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- training is especially important during and immediately following the orientation
- training never ends and should be geared to continuous improvement of the employee's knowledge, skills and abilities - training is crucial in preparing employees for promotion and in retaining good employees |
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DIRECTING
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- the continuous task of leadership
- supervision in the guidance and instruction of personnel toward organizational objectives - the main role of directing is leadership |
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LEADERSHIP
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- influencing people to acheive particular goals
- the acts and activities of one person that contribute to performance by others - the process of influencing others to behave in preferred ways to accomplish organizational objectives - The process of influencing others to behave in preferred ways to accomplish organizational objectives - the mangerial activity through which managers maximize productivity, stimulate creative problem solving, and promote morale and satisfaction among those who are led. - a process that uses non-coercive influence as a means of directing and coordinating the activities of the members of a group toward attaining the group's objectives |
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HOW LEADERSHIP IS LEARNED
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- it is not learned in seminars
- it is either intuitive or gained through experience |
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THINGS THE BEST LEADERS DO
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- strive to develop leadership skills of their teammates so that the team's success does not depend on one person
- influences people over whom they have no authority (horizontal management) - understand how their prejudices influence the way they lead - they censure intolerance and ensure equality of opportunity - they learn about others' values and cultural heritage and become aware of the differences in communication styles and interpersonal relationships |
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LEADERS VS. MANAGERS
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- people obey managers because they have to; people follow leaders because they want to
- leaders envision, managers follow others visions - leaders rely on intuition, managers rely on computer printouts, objectivity, and rationality - leaders are more self confident and take more risks - leaders stress creativity; managers stress conformity - Leaders project power with people, managers project power over people - Leaders goals arise from desire and manager's goals arise form necessity - Leaders create products, managers satisfy - Leaders are artists, managers scientists - managers say I will support you, leaders say follow me - managers concerned with how and leaders are concerned with what - leaders seek committment managers seek obedience - leaders empower, mangers control - Leaders prevent problems, managers correct them - leaders like new challenges, managers like big offices and desks - Leaders explore new paths and managers find out how successful people do things - Leaders are interested in team building, manager are interested in computers - Managers can be leaders |
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AUTHORITARIAN LEADERSHIP
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- task oriented rather than employee oriented
- top down- encourages dependency to maintain control - paternalistic- may appear to be kind but is a dictator - autocratic - directive - I management - think people must be controlled closely and given external motivation |
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PARTICIPATIVE LEADERSHIP
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- people oriented
- bottom up - We management - believe that people want to work and are willing to assume responsibility - believes that people can be trusted and will put forth their best efforts - motivate by means of internal factors - good delegators - In a consultative mode, seek input from their followers before making important decisions - In delegative mode, leaders share responsibilites with their colleagues - encourages, welcomes and acts on employee suggestions |
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THEORY Z LEADERSHIP
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- creaed by Japanese
- characterized by employee participation and egalitarianism (feeling of equality) - guaranteed employment - maximum employee input - quality circles |
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BUREAUCRATIC LEADERSHIP
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- rules oriented
- by the book - THEY management- they made the rules and we have to follow them - managers act as monitors or police, enforcing policies, rules, procedures and orders from upper management. - play negative self serving political games - advance in stable or static organizations by not making mistakes, reducing risk taking and blaming others - government - incompatible with real leadership - suitable for operations in which tasks are performed the same way over and over |
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SITUATIONAL LEADERSHIP
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- contingency based
- flexible - adaptive - different strokes for different folks - adapt their style to specific situations and to the specific needs of different members of the team - as employees gain experience and confidence, can change from highly directive to supportive - use a consultative or delegative style in areas of expertise and provide direction in areas of weakness - Some managers that are trying to be participative fail to be directive |
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LAISSEZ FAIRE LEADERSHIP
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- hands off
- fence rider - absent - NOT ME management - avoids giving orders, solving problems, or making decisions - evasive physically and verbally - masters of double talk |
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MANIPULATION STRATEGY
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- intimidating
- engaging in emotional scenes - making people feel guilty - implying that they are owed something for favors rendered - name dropping |
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MANAGEMENT BY CRISIS STRATEGY
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- surrounded by noise, confusion, and emotional upheavals
- everday is a series of crises - complain they can't get things done because they are always busy putting out fires - react rather than anticipate |
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MANAGEMENT BY EXCEPTION STRATEGY
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- act as facilitators, resource people, supporters
- may be appropriate when leading certain categories of professionals or specialists |
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MANAGEMENT BY OBJECTIVES STRATEGY
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- setting specific objectives for performance
- evaluating based on the achievement status of the performance objectives |
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MANAGEMENT BY WANDERING AROUND STRATEGY
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- frequent contacts with people inside and outside one's department, including customers and suppliers
- meeting in their work space, not yours - listening more than telling - askin for advice and opinions - carrying a little black book to write down employees suggestions |
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CONTEMPORARY LEADERS ACTIVITIES
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- team building and group problem solving
- cross training (allow people to be trained in more than their specific job) - empowering - improved quality and customer service - cost cutting - managing change - staff reductions or shuffling - decentralizing or establishing satellite activiies - worker safety and health - environmental preservation |
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CHARACTERISTICS OF EFFECTIVE LEADERS
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- must be a walking mission statement
- presnet themselves with enthusiasm and conviction - surrounds themselves with optimistic doers - use success imagery - recharge their energy by relaxing and meditating - they are competent - they are emotionally stable - they get the job done - they are good communicators - they are unafraid - they are credible - they develop committed followers - they exhibit charisma |
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12 COMMANDMENTS OF LEADERSHIP
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- know what you want
- take control of your career - believe in ourself - go for the goal - enjoy the game - be capable - let your expertise show - rely on others - look for opportunities - learn the ropes - never stop networking - get a mentor |