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Organizational Behavior In Health Care 3rd Edition Nancy Borkowski - Solutions
The five conflict-handling modes. (LO 1)
The three major negotiation models. (LO 1)
Explain the definition of conflict. (LO 1)
Describe the four basic types of conflict. (LO 1)
Discuss the five levels of conflict. (LO 1)
Describe the five conflict-handling modes. (LO 1)
Describe the three major negotiation models. (LO 1)
What level of conflict is represented in this case?At the end of the month, ConnectedCare Insurance will not be accepted at Oakville Health System, the largest health system in its State, after the two entities failed to reach an agreement on reimbursement rates. Oakville Health System is the only
What type of negotiation style did Oakville Health System use in this case?At the end of the month, ConnectedCare Insurance will not be accepted at Oakville Health System, the largest health system in its State, after the two entities failed to reach an agreement on reimbursement rates. Oakville
What type of negotiation style did ConnectedCare use in this case?At the end of the month, ConnectedCare Insurance will not be accepted at Oakville Health System, the largest health system in its State, after the two entities failed to reach an agreement on reimbursement rates. Oakville Health
Who are the winners and losers in this conflict?At the end of the month, ConnectedCare Insurance will not be accepted at Oakville Health System, the largest health system in its State, after the two entities failed to reach an agreement on reimbursement rates. Oakville Health System is the only
What is this conflict about?Dr. John Wilkins sat staring at the phone message in front of him. Dr. Peter Mikelson, chief of orthopedics, had called again wanting to discuss the current system used to schedule operating room times. As chief of medicine, technically, Dr. Wilkins had the power to
Why is there a conflict over these issues?Dr. John Wilkins sat staring at the phone message in front of him. Dr. Peter Mikelson, chief of orthopedics, had called again wanting to discuss the current system used to schedule operating room times. As chief of medicine, technically, Dr. Wilkins had the
How are each of the doctors doing now at managing the conflict? What should they have done? Would you do what they did? Why or why not?Dr. John Wilkins sat staring at the phone message in front of him. Dr. Peter Mikelson, chief of orthopedics, had called again wanting to discuss the current system
Imagine that you are Dr. Wilkins, who has been asked to resolve this dispute. What source of leverage do you have? What options are possible? What impact would each option have?What are your overall goals?Dr. John Wilkins sat staring at the phone message in front of him. Dr. Peter Mikelson, chief
Explain to Tim Hardwood what went wrong. If you were hired as the mediator, how would you go about resolving the situation to achieve a win/win agreement?Tim Hardwood, CEO of Community Health System, hung up the phone with a heavy sigh. He had just received the news from Mary Martin, vice president
“Cindy, please reschedule my afternoon clinic; I am going to be out for the rest of the day,” says Dr. Jones, a senior physician in a hospital-owned multispecialty group.“But, Dr. Jones,” Cindy says, while whipping off her telephone headset and turning away from the open patient
A radiologist on the staff of a large community hospital was stopped after a staff meeting by a colleague in internal medicine. On Monday of the previous week, the internist referred an elderly man with chronic, productive cough for chest Xray, with a clinical diagnosis of bronchitis. On Thursday
The Family and Community Medicine Division of a large-staff model HMO serves a population that is ethnically diverse. The senior management team of the HMO, spurred by repeated complaints from representatives of one racial group, has encouraged the division, all of whose physicians are White, to
A manager who reports to the vice president for clinical affairs (VPCA) of a tertiary-care hospital hired a young woman to supervise development of a large community outreach program. During the first 4 months of her employment, several behavioral problems came to the VPCA’s attention: (1)
The medical school in an academic health center recently implemented a problem-based curriculum, dramatically reducing the number of lectures given and substituting small-group learning that focuses on actual patient cases.Both clinical and basic science faculty are feeling stretched in their new
The partners in a medical group practice are informed by the clinic manager that one physician member of the group has been repeatedly upcoding procedures for a specific diagnosis.This issue first came to light 6 months ago. At that time the partners met with him, clarified the Medicare guidelines,
Definition of power. LO1.1
Difference between potential and kinetic power. LO1.1
Different sources of power. LO1.1
Ways in which managers develop a power base. LO1.1
Definition of organizational politics and the various political behaviors. LO1.1
Definition of upward influence and the various influence tactics categories. LO1.1
Reward power is defined as the ability to give rewards, something that holds value to another individual. Reward power has two components.First, the individual (P) must perceive that the other person (O) has the ability to reward.Second, the reward must have some value to P.If O offers a reward to
Coercive power is defined as the ability to punish either by administering a punishment or by withholding something that an individual needs or wants. Coercive power stems from P’s expectation that O will administer a punishment if P fails to conform to the influence attempt. As with reward
Legitimate power is authority given to an individual on the basis of a given role or position. There are three bases of legitimate power: culture, social structure, and delegation of power. In some cultures, certain groups are granted the right to prescribe behavior for others. For example, in some
Referent power stems from P’s affective regard(i.e., attraction) for, or identification with, O.Interestingly, O has the ability to influence P even though O may be unaware of this referent power. Also, because P desires to be associated with or identified with O, P will assume attitudes,
Expert power exists when P awards power to O on the basis of P’s perception of O’s knowledge in a given area. P evaluates O’s expertness in relation to their own knowledge as well as against an absolute standard. The expert is seen as having superior knowledge or ability in very specific
Discuss what is meant by the term “power.” LO1.1
Explain the difference between potential and kinetic power. LO1.1
Describe the different sources of power. LO1.1
Explain what is meant by a manager’s power base and the ways in which managers develop it. LO1.1
Describe organizational politics and the resulting political behaviors. LO1.1
Discuss what is meant by upward influence and the various influence tactics categories associated with it. LO1.1
Describe French and Raven’s five sources of power. In this case, who has power(s) and why?Just before quitting time, Joe, the hospital’s health information department manager, watched his three new trainees struggling with the complicated electronic medical records software they had to learn to
Describe French and Raven’s five sources of power. What power(s) do the individuals in Scott’s dilemma hold?Scott is a licensed physical therapist who works for a national rehabilitation company. The rehabilitation facility in which Scott works is located in an urban Southwest city. He has
Identify the types of companies active in international business. LO1.1
Explain globalization and how it affects markets and production. LO1.1
Detail the forces that are driving globalization. LO1.1
Outline the debate over globalization’s impact on jobs and wages. LO1.1
Summarize the debate over income inequality. LO1.1
Outline the debate over culture, sovereignty, and the environment. LO1.1
Describe the global business environment and its main elements. LO1.1
What is the value of goods and services that all nations of the world export every year? LO1.1
A business that has direct investments in marketing or manufacturing subsidiaries in multiple countries is called a what? LO1.1
A born global firm engages in international business from or near its inception and does what else? LO1.1
Globalization causes the institutions and economies of nations to become what? LO1.1
What benefits might companies obtain from the globalization of markets? LO1.1
Sustainability is development that meets present needs without compromising what? LO1.1
What global organizations have helped expand globalization? LO1.1
What technological innovations are helping to propel globalization? LO1.1
What nations rank high in terms of globalization? LO1.1
In the debate over jobs and wages, opponents of globalization say that it does what? LO1.1
In the debate over jobs and wages, supporters of globalization say that it does what? LO1.1
Evidence suggests that globalization can help developing nations boost incomes for their poorest citizens in what part of the debate over inequality? LO1.1
In the debate over inequality between nations, evidence suggests that developing nations that are open to trade and investment do what? LO1.1
Regarding the debate over global inequality, experts tend to agree on what? LO1.1
People opposed to globalization say that it does what to national cultures? LO1.1
Regarding national sovereignty, opponents of globalization say that it does what? LO1.1
With regard to the physical environment, what do globalization supporters argue? LO1.1
It helps to think about international business as four elements that occur within a what? LO1.1
How does managing an international firm differ from managing a purely domestic business? LO1.1
Difference between leaders and managers.
Importance of early behavioral and trait studies.
Role of behavioral and trait theories in the evolution of leadership research.
Contributions of the early leadership studies at Ohio State University and the University of Michigan.
Design and application of Blake and Mouton’s Managerial (Leadership) Grid.
Complete the 18 items in the Questionnaire section.
Transfer your answers to the two respective columns provided in the scoring section. Total the score in each column and multiply each total by 0.2. For example, in the first column (people), if you answer 5, 3, 4, 4, 3, 2, 5, 4, 3, then your final score is 5 33 3 0.2 5 6.6.
The total score for the first column (people) is plotted on the vertical axis in the matrix section, and the total score for the second column (task)is plotted on the horizontal axis. Intersect the lines to see which leadership dimension you normally operate out of:Task manager
____ I encourage my team to participate when it comes decision-making time and I try to implement their ideas and suggestions.
____ Nothing is more important than accomplishing a goal or task.
____ I closely monitor the schedule to ensure a task or project will be completed in time.
____ I enjoy coaching people on new tasks and procedures.
____ The more challenging a task is, the more I enjoy it.
____ I encourage my employees to be creative about their job.
____ When seeing a complex task through to completion, I ensure that every detail is accounted for.
____ I find it easy to carry out several complicated tasks at the same time.
____ I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action.
____ When correcting mistakes, I do not worry about jeopardizing relationships.
____ I manage my time very efficiently.
____ I enjoy explaining the intricacies and details of a complex task or project to my employees.
____ Breaking large projects into small manageable tasks is second nature to me.
____ Nothing is more important than building a great team.
____ I enjoy analyzing problems.
____ I honor other people’s boundaries
____ Counseling my employees to improve their performance or behavior is second nature to me.
____ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.
Appreciate the contributions of contingency theories in understanding leadership.
Distinguish between the various contingency theories.
Apply the various contingency theories of leadership to today’s work environments.
Using Fiedler’s Contingency Theory, analyze the situational factors and determine what type of individual would be the most effective for Ben Allrod to hire. Could he change situational factors instead of hiring a new leader? If so, what changes would you recommend?Ben Allrod, chief executive
The definition of motivation.
The difference between content theories and process theories of motivation.
Maslow’s Hierarchy of Needs Theory and its criticisms.
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