MGT173 midterm

the driver, solution than problem, getting things done

expressive, social, customer service

steadiness, supportive, harmony, therapist

analytical; compliance, cautious, conscientiousness

competence, connection, communication, honesty

get the job done, effective decision making

• being careless and unreliable is the easiest way to lose trust

answer later with full picture, open conversation about how realistic

• promise too much and trust is broken

see them as individuals and spend time understanding them

• basics of empathy

communicate clearly and effectively

1. there is a lot at stake

2. there are opposing ideas

   1. there are strong emotions from one or both sides

1. build self-awareness: most challenging, reflect on past, current and future projects, objective as you can on this part

2. prepare for the conversation: think through how differently the conversation could go

3. seek first to understand then to be understood: open and curious attitude

   1. respond rather than react: breathe and slow down

people or groups that stand to be directly affected by an effort of an institution

• may hurt one but benefit another

  • particular population, residents, people experiencing problem in an organization

people or groups that are indirectly affected by an effort or the actions of an institution

• parents, spouse, of the people, social workers, health and human services, community volunteers

  • police, emergency room personnel, teachers, landlords, contractors, employers

those who can have a positive or negative impact on an effort or who are important within or to an institution

involve stakeholders in a participatory process, should be apart of every phase of the work; allows for transparency

high influence, high interest; have both great interest in the effort and the power to help make it successful

have vested interest and can voice their support in the community but have little actual power to influence the effort in any way; low influence high interest

no particular interest or involvement in the effort but have the power to influence it greatly if they become interested; high influence, low interest

little interest and little power, may not even know the effort exists

felt needed, expressed need, normative need, comparative need, latent or unmet need

what people experience as need

• pregnant women may feel the need for more information on childbirth and potential complications

an actual request for services or programs - a felt need expressed in the form of demand for services (people seeking the service) or through community action

• the need for a place to exercise in a local community may be expressed as a demand for excersie classes, long waiting lists etc

expert or professional views on what is needed, determined on the basis of research, professional opinion, value judgements or established standards

• the advisable levels of flouride in water or the daily recs allowances of nutrients in food

level of need is inferred by benchmarking against the volume of services or programs in comparable settings

• by comparing access to supportive care and education for patients with diabetes in different geographic locations

usually seen as a gap between known levels of need and actual take-up or avaliablity of services or programs

• the difference between the number diagnosed diabetes in a region and the number who access care, the gap between demand for emergency admissions and the capacity of local hospitals

vision, mission, objectives, strategies and action plans; practival planning process used to help community groups define a vision and develop practical ways to enact change

understood and shared by members of the community

broad enough to encompass a variety of local perspectives

inspiring and uplifting to everyone involved of local perspectives

easy to communicate (tshirt saying)

concise: one sentence

outcome-oriented: overarching outcomes

inclusive: broad

behavioral objectives: look at changing behaviors of people and the products

• EX: neighborhood improvement increased amount of home repair taking place

community-level outcome objectives: community level instead of individual level

• process objectives: refer to the implementation of activities necessary to achieve other objectives

explain how the initiative will reach its objectives

1. providing information and enhancing skills

2. enhancing services and support

3. modify access, barriers, and opportunities

4. change the consequences of efforts

   1. modify policies

describes in great detail exactly how strategies will be implemented to accomplish the objectives developed earlier in this process

plan refers to a) specific changes to be cought b) specific action steps necessary to bring about changes in all of the revelant sectors or parts of the community

action steps: what will happen

persons responsible: who will do what

date to be completed: timing of each action step

resources required: resources and support

barriers or resistance and a plan to overcome them

collaborators: who else should know about this action

specific measurable results of the intiative

1. process objectives: provide the groundwork necessary to achieve your other objectives

2. behavioral objectives: changing the behaviors of people and the products of their behaviors

   1. community-level outcome objectives: the product or result of behavior change in many people

specific, measurable, achieveable, relevant, timed, challenging

presents a picture of how your effort or initiative is supposed to work

purpose or mission what needs to change

contact or conditions

inputs or resources or infrastructure

activities or interventions

outputs

flase

true

it outlines how strategies will be implemented to achieve objectives

documentation in reputable sources of information

behavoiral, community level outcome, process

systematic approach to planning, executing and closing projects, ensuring aligh=nment with organizational goals and objectives

model highlighting three constraints of project management: scope, time and cost

programs are more ongoing and aim to provide long-term benefit, projects have specific start and end dates and achieve a particular objective

4-phase proces of initiating, planning, executing and closing a project

understanding the unique challeneges, requirements and importance of effective management in the health sector

conditions in which people are born, grow, live, work, and age influencing health risks and outcomes. understanding its ink to health service program development ensures more targeted and effective service delivery

any unique and verifiable product

each project is novel, require the involvement of many fields, complex, managing dynamic situation

critical role in monitoring progress, identifying problems or variations, modifying the plan and taking action accoridingly

1. development of new servces

2. to improve existing services

3. implementation of new organizational structures

4. conduct of procurement process

5. construction of new equipment and facilities

   1. to conduct research projects

1. project sponsor

2. project managers

   1. key stakeholders

• project mission

• top management support

• project planning

• client consultation

• people management

• techinical tasks

• client accpetance

• monitoring and feeback

• communication

  • trouble shooting

1. inittate: concept and start up

2. plan: definition, scope, plan, and budget

3. implement: kickoff, track and control, pratcical completion

4. close

positioning statement that explains what benefit you provide for who and how you di it unqiuely well

1. business/servive/product mix

2. access

3. price/cost

4. quality

   1. customer experience

groups individuals into segments on the basis of their needs and how those needs are expressed or acted on

division of the business as whole into departments or units

encompasses the process, roles, and formal reporting relationships of the business

subdivides work and workers into separate units reposibvle for business

• sales, HR

• allows work to be done by highly qualiffied specialists

  • lowers cost and expenses by reducing duplication

• cross department coordination is complicated

• slower and less effective deicision making

• produce workers and managers with narrow expertise

divides and organizes work and workers into separate units responsible for particular products or services

1. specialization of skills and expertise 

2. easy for managers to assess workers and work-unit performance 

3. more effective and efficient

1. duplication 

2. difficult to coordinate and communicate across departments

divides and organizes work and workers into separate units responsible for certain geographic areas

1. respond to the needs of different markets 

1. duplication 

2. difficulty in establishing effective communication and coordination

divides and organizes work and workers into separate units responsible for certain kinds of customers

1. focuses on the needs of the customer 

1. duplication of resources 

2. difficult to establish effective communication across departments 

3. unbalanced decision making

hybrid structure, combines two or more forms of departmentalization

1. most employees report to 2 bosses 

2. more cross functional interaction 

3. significant amounts of communication and coordination are typical

1. allows companies to gather employees from different functional areas with varying expertise and experience to manage large complex projects 

2. ability to executive large and complex tasks 

1. consumption of time and resources  

2. confusion and disagreements 

3. managers must havefinely honed management skills and the ability to work within the constricts of a matrix structure

responsibility for certain areas of activity including the right to make decisions, take action and give directions and orders to achieve organizational objectives

process of assigning direct authority and responsibility to a subordinate

1. manager must take full responsibility for the transfer of work activity 

2. manager must transfer full authority over necessary resources 

   1. transfer of accountability

in order for an org to improve its efficiency it would need to recognize and adopt the most effective way to perform workplace tasks 

1. work process, techniques, and routines must be based on scientific study of the task 

2.  employees must be scientifically selected, trained and developed 

3. employees must be provided detailed instruction and supervision on assigned workplace tasks 

   1. work should be divided between managers and employees with managers planning the work and employees performing workplace tasks

demand immediate compliance; do what i tell you

drive to achieve, initiative, self-control

negative

• in a crisis to kick start a turnaround or with problem employees 

• mobilize people toward a vision  ; come with me

elf-confidence, empathy, change catalyst

• changes require a nre vision or when a clear direction is needed 

  • impact: most strongly positive

• create harmony and builds emotional bonds 

  • people come first 

empathy, building relationships, communication

• health rifts in a team or to motivate people during stressful circumstances 

  • impact: positive 

• forge consensus through participation 

  • what do you think

• EQ: collaboration, team leadership, communication 

• build buy-in or consensus, to get input from employees 

  • impact: positive 

• set high standards for performance 

  • do as I do now

conscientiousness, drive to achieve ,intiiative

• get quick results from a highly motivated and competent team 

  • impact: negative

• develop people for the future 

  • try this 

developing others, empathy, self-awareness

•  help employee improve performance or develop long term strengths 

  • impact: positive