Académique Documents
Professionnel Documents
Culture Documents
Leadership
Leadership Behaviors:
Being Considerate;
Being Trustworthy
Management
communication skills
Open,
a boss but still relate to the employees and see things from their
perspective
Have
Great
communication
Many managers make the mistake of thinking that money is the only
compensation and forget thatemployeesalso lookto nonmonetary rewards
for their good performance (Daly & Kleiner, 1995)
6. Consider basic rewards: Offer rewards that fit the situation and the
person doing the task.
7. Consider higher level rewards: Offer rewards such as advancement
for completing a task.
8. Involve staff: Involve staff in making decisions that affect them.
9. Reduce demotivation: Reduce things like overload, poor systems,
and so on
10. Refine your management skills: Communication, commitment,
listening skills, trust, and so on are all things that can help motivate
employees
Empower
sure staff is compensated correctly so that they understand that they are
appreciated and respected
(E.Page, personal communication, February 7, 2015)
Be
an ethical, professional example and be a good role model for all staff
Have
Be
Inform
The
Individual
staff evaluations
being afraid to get your hands dirty as a leader (stocking supplies, cleaning
the break room, etc)
(Dr. Raman, personal communication, February 7, 2015)
Communication Methods
Communication Methods
Eric Page COO MMMC
Mainly
look at business as one mission with many roles, once you have identified
what needs to happen, you then need to identify who is going to make it happen
(E.Page, personal communication, February 7, 2015)
Communication Methods
Frank Senko, R.N. Nurse Manager of MMMC
Have
Have
Follow
change
(F. Senko, personal communication, February 7, 2015
Communication Methods
Betsy Paruszkiewicz, R.N. Assistance Manager of MMMC
Verbal
Written
Signage
Monthly
staff meetings
Timely
Communication Methods
Dr. Raman, M.D., Medical Director of the MMMC:
Disseminating information through various means such as email, memos,
meetings (Started a group email domain for the facility)
Transparency: Open & honest communication to establish mutual trust
Keeping employees in the loop so they develop a loyalty to the
organization and feel a sense of ownership
Change ImplementationPractices
Change ImplementationPractices
3. Create a vision.
(pg. 29)
Change ImplementationPractices
Eric Page COO MMMC
Identify
a leader, I first try and identify the possible road blocks that will possibly trip up
the change process and try to avoid or have solutions prior to implementation. Then I
gather the team or individual, explain the need for change, get their buy in and
motivation for the change and have the implementation begin.
With
then went on to state that an individual or group does not want to make a
mandatory change without seeing it through.
(E.Page, personal communication, February 7, 2015)
Change ImplementationPractices
Frank Senko, R.N. Nurse Manager of MMMC
Small
Change:
Brainstorm ideas and involve the staff that will mostly be affected by the change.
Large
Change:
Follow the standard guidelines for implementing a root cause analysis of the
specific problem or area that needs to be changed.
Always
look at current practices and use the evidence from the current based
practices that support the need for specific change.
(F. Senko, personal communication, February 7, 2015)
Presenter: Michael McCarthy
Change ImplementationPractices
Betsy Paruszkiewicz, R.N. Assistance Manager of MMMC
1) At a staff meeting, identify a problem area and discuss methods of change.
2) Outline steps to improve or initiate a process, using all staff suggestions.
3) Steps should be within the standards of care dictated by governing body.
4) Designate a start and end date for new process for at least 60 days.
5) Evaluate process during implementation phase, this would be a trial phase.
6) Evaluate and summarize the results.
7) Integrate permanent practice change and document the entire process.
8) Communicate the entire results to all staff members involved.
(B. Paruszkiewicz, personal communication, February 7, 2015)
Change ImplementationPractices
Dr. Raman, M.D., Medical Director of the MMMC
Communication,
Communication, Communication!
Make
employees know and understand what, why, and the goal behind the
change and how it will benefit the organization.
Provide
Assess
needed.
Always
References
Daly, D., & Kleiner, B. H. (1995). How to motivate problem employees.Work
Study,44(2), 5. Retrieved from http://search.proquest.com/docview/218379794?
accountid=28644
Gregory, E. (1991). Motivational management techniques for safety and
health. 36(1), 29-29. Retrieved from
http://search.proquest.com/docview/200357459?accountid=28644
Kotter, J. (1998). Winning At Change. Leader to Leader, 27-33. Retrieved March 13,
2015.
Kalargyrou, V., Pescosolido, A., & Kalargiros, E. (2012). Leadership skills in
management education. 16(4), 25-25. Retrieved from
http://search.proquest.com.ezproxy.sienaheights.edu:2048/docview/10378
2790?accountid=28644
Pearce, C. (2007). Ten steps to staff motivation: Chris Pearce offers a guide to
help nursing leaders motivate their staff. Nursing Management [Harrow], 13(9),
21. Retrieved from
http://go.galegroup.com.ezproxy.sienaheights.edu:2048/ps/i.do?id=GALE%7CA15
9328771&v=2.1&u=lom_sienahul&it=r&p=GPS&sw=w&asid=a301746af55a651057b9
52c0c733405c
Schein, Edgar H. (2010-07-16). Organizational Culture and Leadership (The
Jossey-Bass Business & Management Series) (p. 144). Wiley. Kindle Edition.