What is an organizational culture of incivility? What are 2 characteristics that you can name, and give examples for?.
HEALTH RESOURCES MANAGEMENT AND LABOR RELATIONS IN HEALTH SERVICES
HSA 301: AO1B CRITICAL STUDY QUESTIONS – TO FOCUS YOUR UNDERSTANDING OF THE REQUIRED READINGS FOR THE WEEK OF JULY 11
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- REQUIRED READING 1: IMPACT OF NEGATIVE ORGANIZATIONAL CULTURE
- What is an organizational culture of incivility? What are 2 characteristics that you can name, and give examples for?
- What are at least 2 ways that a boss can behave with respect to employees that can seriously demoralize them over time?
- What are 2 negative impacts of prolonged exposure to an organizational culture of incivility on the quantity or quality of the products or output of an organization?
- What are 2 major reasons for the growth and spread of a culture of incivility in many U.S. organizations?
- Why is it important for people in an organization to learn to be fully attentive, and to improve their listening skills, as a way of creating a positive organizational culture?
- What is 1 benefit of developing a CIVIL organizational culture in terms of organizational productivity or effectiveness?
- REQUIRED READING 2: NATURE AND CHALLENGES OF HEALTH CARE MANAGEMENT:
- Be familiar with the main types of health care jobs, and where they fit in the Healthcare Position Hierarchy. (pages 5-7).
- With respect to HR challenges in Healthcare:
- What are some of the key challenges for recruiting and retaining health care workers? See pages 11-12.
- Be familiar with the five (5) major change elements that Human Resources professionals are going to have to manage in the near future (pages 12 – 13).
- Focus on 2 of these 5 changes: Compliance with Quality Standards, and Managing Diversity – why are these challenges? What kinds of actions will HR professionals have to take to address these challenges?
- With respect to HR Functions in HealthCare: Pages 15-17.
- Be able to briefly describe the 7 major activities that comprise the major focus of HR activities in health care organizations.
- Be especially familiar with HR Planning and Analysis; EEO Compliance; HR Development; and Employee and Labor-Management Relations.
- REQUIRED READING 2A: MODELS AND DEFINITIONS OF WHAT HUMAN RESOURCES DEPARTMENTS DO: Pages 20-26
- Perceived Models of What HR Departments do:
- Be familiar with the Clerical, Counseling, and Industrial models of the function, role, and purpose of HR departments.
- Why does the Clerical model represent a stereotyped and negative view of HR department functions?
- Where is the Counseling model most prevalent? What kinds of activities doe an HR department following this model focus on?
- What is the focus of HR department activities in the Industrial Relations model? How much power does the HR department tend to have in organizations which use this model?
- Alternative Models of What HR Departments do:
- What is the focus of HR personnel working under a Managerial Model?
- To what extent does this model of HR activity decentralize HR functions?
- How does this affect the use of HR staff and resources for long-range planning and strategic thinking about HR?
- On what kinds of HR activities does a Humanistic Model focus?
- Types of HR Personnel:
- What is the difference between a generalist and a specialist in HR?
- To what extent do large health care organizations tend to use generalists as opposed to specialists?
- What are some of the HR specialties you are most likely to encounter in a large health care organization?
- The CEO and Human Resources:
- How can the CEO’s attitude toward HR (set the tone for the rest of the organization in terms of how HR is resourced, treated, respected (or not), and given more or less central responsibility within the organization?
- Be able to give 3 examples of functions a Chief Executive Officer is likely to expect from an HR department and its staff with respect to CEO and organizational needs.
- Health Care Supervisors and Managers – Human Resources Functions and the Human Resources Department: READING 2.B.
BULLET POINTS TO BE PROVIDED JULY 11, 2016.
- REQUIRED READING 3: HUMAN RESOURCES COMPETENCIES, STRUCTURES, AND QUALITY STANDARDS:
- Leadership Competencies and Emotional Intelligence: Pages 22-24.
- Be familiar with these 2 concepts – they focus on developing and using skills in understanding and flexibly dealing with and managing your own behavior, and that of others with whom you work.
- Leadership Competencies: Warren Bennis – Be able to summarize in one sentence, for each competency, what is the nature of that competency.
- Emotional Intelligence: Daniel Goleman – Understand the basic idea, and the difference between Personal Competence and Social Competence.
- Measuring the effectiveness of Human Resources activities: Chapter 2, Pages 26 – 33; Reading 3A, Slides 1-20.
- What are some of the main ways it is possible to measure the quantitative and qualitative impact of HR practices in a health care organization?
- Related to that, what are some of the metrics (specific, often quantitative, measures of the extent and impact of HR activities)?
- What areas of activity do those metrics cover or address?
- HR analytics: When an organization is developing HR metrics for regular management reporting (to enable reasonable evaluation of the effectiveness of HR activities in major areas), what are some of the criteria to be used when CHOOSING WHICH METRICS TO USE AND ANALYZE?
- What is Benchmarking, and what is its role in choosing and using HR metrics?
- What is a Balanced Scorecard approach to collecting and routinely reporting and monitoring HR performance? (It can be used for a number of organizational functions other than HR – in this instance we are thinking about it in reference to Human Resources activities within the organization).
Does this approach to measuring the effectiveness of particular organizational HR strategies focus on a narrow range of performance measures, or a comprehensive (broad) range of such measures?
- Human Capital Effectiveness Measures – This activity involves finding measures of the extent to which money spent on specific HR activities and initiatives results in positive, and if possible quantifiable benefits to the organization. These are hard to do, though one standard Human Capital Effectiveness measure is revenues per employee, with increasing revenues per employee reflecting greater employee productivity.