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