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Chapter 3 Organizational Behavior  and Magnet Hospitals
Objectives  <ul><li>Upon completion of this chapter, the reader should be able to: </li></ul><ul><ul><li>Define organizati...
Definition of Organization <ul><li>A coordinated and deliberately structured social entity </li></ul><ul><ul><li>Consists ...
Changes Affecting Organizations <ul><li>External forces </li></ul><ul><ul><li>Influences originating outside the organizat...
Organizational Behavior <ul><li>Concerned with work-related behavior </li></ul><ul><li>Addresses:  </li></ul><ul><ul><li>I...
Attitudes of Interest <ul><li>Job satisfaction </li></ul><ul><ul><li>How organizational members feel about their job </li>...
Determinants of  Employee Performance <ul><li>Productivity </li></ul><ul><ul><li>Quantity and quality of output an employe...
Importance of  Organizational Behavior <ul><li>Enables organizational members to better understand their own behavior as w...
Organizational Effectiveness <ul><li>An organization’s sustainable high performance to ultimately meet the needs of the or...
Knowledge Economy <ul><li>United States has shifted from industrial focus and assembly line mentality in the 1900s to a kn...
Models of  Organizational Behavior <ul><li>Autocratic </li></ul><ul><li>Custodial </li></ul><ul><li>Supportive </li></ul><...
High Performance Organizations <ul><li>Value people as human assets, respect diversity, and empower individuals to use the...
Magnet Hospital <ul><li>Voluntary credentialing process </li></ul><ul><li>Health care organization that has met the rigoro...
Goals of Magnet Recognition <ul><li>Promote quality in a milieu that supports professional nursing practice </li></ul><ul>...
Characteristics of  Magnet Nursing Services <ul><li>High-quality patient care </li></ul><ul><li>Clinical autonomy and resp...
Characteristics <ul><li>Community involvement </li></ul><ul><li>Opportunity and encouragement of professional development ...
Benefits of Magnet Designation <ul><li>Improved patient quality outcomes </li></ul><ul><li>Enhanced organizational culture...
Essentials of Magnetism <ul><li>Opportunities to work with other nurses who are clinically competent </li></ul><ul><li>Goo...
Forces of Magnetism <ul><li>Quality nursing leadership </li></ul><ul><li>Organizational structure </li></ul><ul><li>Manage...
Forces of Magnetism <ul><li>Consultation and resources </li></ul><ul><li>Autonomy </li></ul><ul><li>Community and the hosp...
Magnet Appraisal Process <ul><li>Establish database to collect data on nursing-sensitive indicators (measures that reflect...
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Chapter3

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Transcript of "Chapter3"

  1. 1. Chapter 3 Organizational Behavior and Magnet Hospitals
  2. 2. Objectives <ul><li>Upon completion of this chapter, the reader should be able to: </li></ul><ul><ul><li>Define organizational behavior </li></ul></ul><ul><ul><li>Identify the evolution of organizational behavior and its impact on autocratic, custodial, supportive, and collegial organizational behavior </li></ul></ul><ul><ul><li>Identify the organizational characteristics that define Magnet nursing services </li></ul></ul><ul><ul><li>Discuss the historical evolution and significance of Magnet hospitals </li></ul></ul><ul><ul><li>Describe the fourteen forces of Magnetisim </li></ul></ul>
  3. 3. Definition of Organization <ul><li>A coordinated and deliberately structured social entity </li></ul><ul><ul><li>Consists of two or more people </li></ul></ul><ul><ul><li>Functions on a relatively continuous basis to achieve a predetermined set of goals </li></ul></ul><ul><li>An organization’s long-term effectiveness may be determined by its ability to anticipate, manage, and respond to changes in its environment </li></ul>
  4. 4. Changes Affecting Organizations <ul><li>External forces </li></ul><ul><ul><li>Influences originating outside the organization (labor force, economy) </li></ul></ul><ul><li>Stakeholders </li></ul><ul><ul><li>People or groups with an interest in the organization’s performance (customers, competitors, suppliers, government and regulatory agencies) </li></ul></ul>
  5. 5. Organizational Behavior <ul><li>Concerned with work-related behavior </li></ul><ul><li>Addresses: </li></ul><ul><ul><li>Individuals and groups </li></ul></ul><ul><ul><li>Interpersonal processes </li></ul></ul><ul><ul><li>Organizational dynamics and systems </li></ul></ul><ul><li>Emphasizes people skills in addition to technical skills </li></ul><ul><li>Involves the systematic study of the actions and attitudes people exhibit within organizations </li></ul>
  6. 6. Attitudes of Interest <ul><li>Job satisfaction </li></ul><ul><ul><li>How organizational members feel about their job </li></ul></ul><ul><li>Organizational commitment </li></ul><ul><ul><li>How committed or loyal employees feel to the goals of the organization </li></ul></ul>
  7. 7. Determinants of Employee Performance <ul><li>Productivity </li></ul><ul><ul><li>Quantity and quality of output an employee generates </li></ul></ul><ul><li>Absenteeism </li></ul><ul><ul><li>Rate of employee absences from work </li></ul></ul><ul><li>Turnover </li></ul><ul><ul><li>Number of employees resigned divided by the total number of employees during the same time period </li></ul></ul>
  8. 8. Importance of Organizational Behavior <ul><li>Enables organizational members to better understand their own behavior as well as those of peers, superiors, and/or other subordinates </li></ul><ul><li>Helps individuals become more effective employees </li></ul><ul><li>Employees with high levels of organizational commitment are generally more satisfied with their jobs </li></ul>
  9. 9. Organizational Effectiveness <ul><li>An organization’s sustainable high performance to ultimately meet the needs of the organization, its members, and society </li></ul><ul><li>The ability to survive and thrive under conditions of uncertainty </li></ul><ul><li>Important contributors to the effectiveness of an organization are the quality of the workforce and their commitment to the goals and success of the organization </li></ul>
  10. 10. Knowledge Economy <ul><li>United States has shifted from industrial focus and assembly line mentality in the 1900s to a knowledge economy in the 2000s </li></ul><ul><li>Requires highly educated employees for a more technologic information age </li></ul><ul><li>Health care workers view themselves as knowledge workers </li></ul><ul><ul><li>Requires organizations to be supportive and cultivate employee’s talents </li></ul></ul>
  11. 11. Models of Organizational Behavior <ul><li>Autocratic </li></ul><ul><li>Custodial </li></ul><ul><li>Supportive </li></ul><ul><li>Collegial </li></ul>
  12. 12. High Performance Organizations <ul><li>Value people as human assets, respect diversity, and empower individuals to use their talents to advance personal and organizational performance </li></ul><ul><li>Mobilize teams that build synergy from the talents of its members </li></ul><ul><li>Successfully bring people and technology together </li></ul><ul><li>Thrive on learning </li></ul><ul><li>Are achievement-oriented </li></ul>
  13. 13. Magnet Hospital <ul><li>Voluntary credentialing process </li></ul><ul><li>Health care organization that has met the rigorous nursing excellence requirement of the American Nurses Credentialing Center (ANCC), a division of the American Nurses Association (ANA) </li></ul>
  14. 14. Goals of Magnet Recognition <ul><li>Promote quality in a milieu that supports professional nursing practice </li></ul><ul><li>Identify excellence in the delivery of nursing services to patients </li></ul><ul><li>Provide a mechanism for the dissemination of best practices in nursing services </li></ul>
  15. 15. Characteristics of Magnet Nursing Services <ul><li>High-quality patient care </li></ul><ul><li>Clinical autonomy and responsibility </li></ul><ul><li>Participatory decision making </li></ul><ul><li>Strong nurse leaders </li></ul><ul><li>Two-way communication with staff </li></ul>
  16. 16. Characteristics <ul><li>Community involvement </li></ul><ul><li>Opportunity and encouragement of professional development </li></ul><ul><li>Effective use of staff resources </li></ul><ul><li>High levels of job satisfaction </li></ul>
  17. 17. Benefits of Magnet Designation <ul><li>Improved patient quality outcomes </li></ul><ul><li>Enhanced organizational culture </li></ul><ul><li>Improved nurse recruitment and retention </li></ul><ul><li>Enhanced safety outcomes </li></ul><ul><li>Enhanced competitive advantage </li></ul>
  18. 18. Essentials of Magnetism <ul><li>Opportunities to work with other nurses who are clinically competent </li></ul><ul><li>Good nurse–physician relationships and communication </li></ul><ul><li>Nurse autonomy and accountability </li></ul><ul><li>Supportive nurse manager-supervisor </li></ul><ul><li>Control over nursing practice and practice environment </li></ul><ul><li>Support for education </li></ul><ul><li>Adequate nurse staffing </li></ul>
  19. 19. Forces of Magnetism <ul><li>Quality nursing leadership </li></ul><ul><li>Organizational structure </li></ul><ul><li>Management style </li></ul><ul><li>Personnel polices and programs </li></ul><ul><li>Professional models of care </li></ul><ul><li>Quality of care </li></ul><ul><li>Quality improvement </li></ul>
  20. 20. Forces of Magnetism <ul><li>Consultation and resources </li></ul><ul><li>Autonomy </li></ul><ul><li>Community and the hospital </li></ul><ul><li>Nurses as teachers </li></ul><ul><li>Image of nursing </li></ul><ul><li>Interdisciplinary relationships </li></ul><ul><li>Professional development </li></ul>
  21. 21. Magnet Appraisal Process <ul><li>Establish database to collect data on nursing-sensitive indicators (measures that reflect the outcome of nursing actions) </li></ul><ul><li>Benchmark </li></ul><ul><li>Conduct gap analysis </li></ul><ul><li>Receive written application </li></ul><ul><li>Visit site </li></ul><ul><li>Award decision </li></ul>
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