This is the book i am going by 2. Why be concerned with “modeling” behavior for empl

This is the book i am going by

2. Why be concerned with “modeling” behavior for employees? The supervisor is the boss—why not simply tell them what to do?  Chapter 6

3.Well before the passage of the Americans with Disabilities Act (ADA) certain employers were required in some instances to provide “reasonable accommodation” of the limitations of an employee or applicant. Specify when this occurred and enumerate the conditions under which this requirement applied. Chapter 7

4. What could be wrong with an employment application question asking whether the applicant has been arrested? Is not the employer entitled to know whether one who might be hired has been in trouble with the law? Chapter 8

5. How would you react if an individual you were interviewing voluntarily revealed forbidden information? What would you do with this information? Chapter 9

6. Why do we need to bother with individual orientation for a new employee who is a trained specialist hired to perform exactly the same tasks performed at a previous job? Chapter 10

7.What is the “situational leadership” mentioned in the discussion of leadership style? Explain. Chapter 11

8.In many organizations, carrying weapons or fighting are infractions calling for immediate termination. Why do believe this is so, and do you agree or disagree with the practice? Chapter 12

This does not have to be in mla style just have to answer the questions thank you short chapters This is the book i am going by 2. Why be concerned with “modeling” behavior for empl
H A 481 -B02 Module 2 Notes Fundamentals for the Supervisor (continued) Policies and Policy Making (Chap ter 6) Policies are gui delines for reaching goals and controlling behavior. They reflect the mission and values of organizations and are made more specific by procedures , rules and regulations . • Why are policies more important now than ever before? For the modern health care organization, policies are o f increasing importance due to the growing propensity for litigation — legal, moral and ethical problems; sexual harassment; all forms of discrimin ation; and patients ’ rights. The se regu larly call for reevaluation of existing policies. • What are fou r major uses of policies? Policies (1) promote understanding, clarity, and consistency of behavior ; (2) eliminate repetitive decision making ; (3) help in orienting of new employees ; and (4) provide documented controls required by licensing and accrediting agencies. • Wha t are some hospital policies that have received recent attention? • What is the effect on employees of unnecessary, vague, or inappropriate policies? The create red tape and “Mic key Mouse ” rules that frustrate employees and supervisors. In addition, they can create confusion, hinder effective performan ce, and gi ve r ise to many exceptions. • What happens when policies are not enforced or enforced unfairly? Legal prob lems can result, and staff mor ale can be enda ngered when practices stray from policies and the proced ures that implement them. • Why is a policy needed for use of electr onic mail? Failure to have appropr iate e -mail policies and procedures can l ead to legal pro blems. Most problems of this type involve sexual harassment and interference with the privacy rights of employees . Clear instruction i s needed rega rding what sho uld not be communicated via e -mail and any prohibitions r elated to the personal use of e -mail while at work. Consider w hat supervisor s should do when they feel that a policy is inappropriate . Also, consider when should policies be ignored or bent . H A 481 -B02 Module 2 Notes A new policy or a policy change is needed whe n: • a new service or substantial change to an existing service is introduced • there are frequent violations of procedures or rules • there are problems of productivity, quality, schedules, or time • there are frequent co mplaints from customers or employees • legal, ethical, or moral problems arise • behavioral inconsistencies surface • repetitive questions are asked about particular procedures or rules . Enforce policies fairly, firmly, uni formly, and consistently. Policies that are not enforced become meaningless, and policies that are enforced just off and on create problems. There are p otential problems with policies. In selection of candidates, inexperienced interviewers can ask questions that cannot legally be asked and exclude certain candidates with out a legitimate basis. Also, inadequate or obsolete job descriptions or perform ance standards can l ead interviewers to select the wrong candidates. In orientation of new hires, superv isors often do not possess sufficient knowledge to respond to detailed questions about payr oll deductions and benefits programs. Regarding work and vacation schedules, vague or unwritten policies can destroy morale and lead to filing of grievances, especially in unionized organizations. R egarding safety and health, failure to follow established policy , including carefully documenting and properly handling injuries, can be a huge cost to the organization . This can also damage the supervisor ’s career. Regarding the handling of disciplinary problems or special employees , if mishandled, the result can cost money and feelings , as supervisors can be embarrassed and the employer can incur expenses. Lastly, accommodating employees who have dis abilities is a special case. It is essential to have policies that address the complex federal regulations regarding hiring, assigning, promoting, and accommodating people who have physical or mental disabilities, as specified by the A mericans with Disabilities Act (ADA) . Discussion Question s: 1. As a supervisor, what would be your behavior concerning a policy that was unpopular with your employees or that appeared to you to be potentially harmful? OR 2. Why be concerned with “modeling” behavior for employees? The supervisor is the boss — why not simply tell them what to do? H A 481 -B02 Module 2 Notes The Supervisor ’s Legal Environment (Chapter 7) This chapter is intended as only a summary introduction to the broad area of employment legislation, and also — most importantly — nothing in this chapter should be construed as legal advice. The pivotal year for employment legislation , 1964 , is the year that the federal government established rules for hiring and addressing the needs of employees. The key piece of legislation is , of course , Title VII of the Civil Rights Act of 1964; this launched the modern era of employment regulation and dramatically affected many management practi ces. There were seve ral laws affecting employment prior to 1964. However, the only truly significant pre -1964 laws affecting work organizations were the Nation al Labor Relations Act of 1935 , Fair Labor Standards Act of 1938 , and the Social Security Act of 1935 . Congress enacted the National Labor R elations Act (NLRA ) known as the Wagner Act in 1935 to protect the rights of employees and employers, to encourage collective bargaining, and to curtail certain private sector labor and management practices, which can harm the general welfare of workers, businesses and the U.S. economy . The Fair Labor Standards Act (FLSA ) provides workers with minimum wage, overtime pay, and child labor protections. The FLSA covers most, but not all, private and public sector employees. In addition, certain e mployers and employees are exempt from coverage. Provisions of the FLSA that are of current interest to Congress include the basic minimum wage, subminimum wage rates, exemptions from overtime and the minimum wage for persons who provide companionship ser vices, the exemption for employees in computer -related occupations, compensatory time (“comp time”) in lieu of overtime pay, and break time for nursing mothers. The Social Security Act of 1935) establish ed a permanent national old -age pension system through employer and employee contributions; the system was later extended to include dependents, the disabled, and other groups . The Health Insurance Portability and Accountability Act (HIPAA ), is an e xtremely far – reaching act, going well beyond its name. It i nclude s five major “titles” and numerous “rules,” several not yet implemented. Of most significance to healthcare supervisors is a portion of Title II that largely addresses privacy. Recent health reform legislation is the Patient Protection and Affordable Care Act of 2010 ( PPACA ). The healthcare supervisor may be affected as a participant in the employer’s health insurance plan; and the supervisor is likely to be asked questions by employees regarding the effects of the plan’s changes. H A 481 -B02 Module 2 Notes Overa ll, the effect of employment legislation has been to make employers more socially responsible for their employees. These laws have added work and supporting systems to all organizations and have increased the cost of doing business. Discussion Questions: 1. Explain why 1964 and the passage of T itle VII of the Civil Rights Act of 1964 are referred to as the turning point in the evolution of Human Resources. Other than 1964 representing the beginning of a steady flow of regulations, what is it that truly consti tuted a change of direction? Why? OR 2. Well before the passage of the Amer icans with Disabilities Act (ADA) certain employers were required in some instances to provide “reasonable accommodation” of the limitations of an employee or applicant. Specify when this occurred and enumerate the conditions under which this requirement a pplied . Personne l Recruitment (Chapter 8) Finding the right employees in today’s fast -changing health care environment is becoming increasingly difficult. The selection of new employees is a ma jor superv isory responsibility. The costs of a “poor choice ” include: • Cost of recruiting and training a replacement • Cost of repeat advertising • Time and productivity lost while a position is vacant • Cost of overtime to cover essential tasks • Reduced productivity while replacement is learning • Possible unemployment compensation expense • Potential loss of customers • Potential legal problems arising from termination . The three imperatives of employee selection are : (1) A recruiting program that provides a broad choice of good candidates , (2) a selection process that can choose the best candidate with a high degree of confidence and (3) t he ability to pers uade the most desirable candidates to accept our offers . H A 481 -B02 Module 2 Notes Desir able candid ates have a broad technical or professional background ; are effective commun icators and rapid learners ; can deal effectively with people ; and are flexible (for example, can readily move among competencies as needed). The focus of employment legis lation is to ensure that decisions to hir e, ret ain, and promot e are m ade based on an employee ’s ability to do the job . Some le gal constraints to hiring include affirmative action, unlawful inquiries, age discri mination, fair hiring and promotion practices , and reasonable accommodation requiremen ts. Supervisors cannot ask about: • Age, nationality, or marital status • Spouse ’s occupation • Whether married or not • W hether pregnant planning pregnancy • Child -care or baby -sitting arrangements • Character of military discharge or service record • Arrest record (ask about convictions only) • Membership in organizations other than those related to one ’s occupation • Labor union involvement • Religious affiliation • Nature, s everity, or existence of physical or mental impairments • Whether ever out on disability or workers ’ compensation • Anyone ’s status or circumstances as a member of a protected group . Recruitment sources include employee referrals , ne wspaper job listings , recruitment firms , college recruitment , d irect mail , e mployment agencies , c omputerized databases , job fairs , w alk -in applicants , unsolicited résumés and the Internet . Internet use includes search engines, bulletin board systems, news groups and job banks. The fasted growing segment of the available work force is made up of individuals older than 50 y ears. Mandatory retirement was eliminated by law (the Age Discrimination in Employment Act and amendments), so most workers cannot be forced to retire as long as they are still able to do the H A 481 -B02 Module 2 Notes job. There are significant numbers of willing and able workers age 50 -plus available who cannot readily find employment; for a great many employers, these workers are considered “too old.” Although legal protection against age discrimination kicks in at age 40, for all practical purposes most instances of age discrimination involve workers over 50. During periods o f shorta ge , consider using internship programs , p aying moving expenses , using signing bonuses , and paying employee “finder’s fees .” Rec ruiters must confirm all lic enses, certifications, and registrations ; and confirm college attendance and especially degrees claimed. Discussion Question : • What could be wrong with an employment application question asking whether the applicant has been arrested? Is not the employer entitled to know whether one who might be hired has bee n in trouble with the law? Interviewing and Employee Selection (Chap ter 9) The supervisor should be interviewing only candidates who have been screened by human res ources and possess at least the minimum stated qualifications for the job. The primary interviewer for any position, and primary decision -maker concer ning selection, should be the supervisor or manager who will directly supervise the person who is hired. Essen tial: never go into an interview “cold” — first, know the job description and study applications and résumés , make note of some possible questions. Review the interview process: • Put the applicant at ease. • Go over background and experience. • Ask pertinent questions about work history and job knowledge. • Avoid open -ended questions and leading questions. • Avoid illegal questions. • Listen for clues to motivat ion and cooperativeness, and r esistance to stress, retention potential, and customer service orientation. • Remain alert to the possibility of exaggeration or untruthfulness. • Carefully consider the questions asked by the applicant. Always beware of the app licant who bad -mouths a past or present employer. Do not make on -the -spot job offers. Formal offers of employment must go through human resources. Stress that H A 481 -B02 Module 2 Notes the individual supervisor should refrain from personally checking referen ces or answering re ference requests; references can be a legal minefield. Caution potential supervisors about doing too much talking themselves. Except for specific asking questions and for clarifications as necessary, listen. The objective is to learn ab out the applicant, and supervisor should approach most of the interview with mouth closed and ears open. Discussion Questions: 1. How would you react if an individual you were interviewing voluntarily revealed forbidden information? What would you do with this information? OR 2. What, if anything, do you believe is wrong with interviewing from behind a desk? Is some other arrangement likely to be more effective? Why? Orientation and Training of New Employees (Chapter 10) General orientation is the introduction to the total organization . Departmental orientation is the introduction to the new employee’s assigned work group and job. At no other time is there a better opportunity to open lines of communication with new hires. They are free from the distortions of p eer groups. They have no t yet formed strong opinions about the job, company, or boss, and they are generally eager to please. Three considerations of an orientation program are : 1. Better customer service. 2. Orientees as clients. 3. Latest concepts of quality im provement and cost containment. The 12 objectives of an orientation program include: • Create a favorable impression o f the organization, department, and supervisor. • Establish responsibilities and accountabilities. • Ensure they learn everything they need to perform their work. • Provide full information about pay scales, benefits programs, etc. • Describe policies, rules, and regulations . • Emphasize the importance of teamwork, flexibility, innovativeness, and the ability to adapt to change. H A 481 -B02 Module 2 Notes • Facilitate satisfaction of their need to be accepted . • Provide initial experiences that result in early successes . • Identify the kin ds of customers and emphasize the importance of satisfying them . • Initiate the newcomers into the rituals and practices of the work group . • Provide checklists of tasks to ensure that all topics are covered. • Encourage employee feedback. Some of the kinds of questions that orientees are likely to want answered. • Where is my workstation? And the cafeteria, restrooms, and parking areas? • What are my duties and responsibilities? • How do I answer the telephone, get supplies, and operate the computer, etc.? • How will I know if I am doing satisfactory work? • W hy do I have to do the things that have been assigned to me? • Why must we do things this particular way? • What are my starting and quitting times and breaks, when is payday, and when does my probationary period end? • To whom do I report? The topics in a typical hospital o rientati on progra m include: • The organization’ s mission, vision, and values • The organization’s history and structure • Overview of the compensation and benefits structure • Bloodborne pathogens; TB control • Confidentiality of patient information • Cultural proficiency and diversity awareness • Electrical safety; the Safe Medical Device Act • Emergency preparedness; disaster plan • Fire safety • Hazardous communications; the Right -to-Know Law • Improving org anizational performance • Risk management • Incident reporting • Infection control • No -smoking policy • Patients’ rights • Professional misconduct • Security man agement • Gen eral age -specific competen cies • Use of t he organization ’s property and systems • Internet, email, and s ocial media use • Overview of personnel policy manual • Employee identificatio n badge • Confidentiality statement • Employee handbook review H A 481 -B02 Module 2 Notes Some tips for preparing for the arrival of new people , include: • Send letters of welcome and reporting instructions. • Arrange your schedule so you can devote most of the first day to the newcomer(s). • Review the orientation and training check -off lists. • Prepare an agenda covering the first week. • Prepare an orientation packet that includes: 1. statement of departmental vision, mission, values, and goals 2. a department organization chart 3. a po sition description and work standards 4. the personnel policy and procedures manual 5. orientation and training schedules 6. checklists and program evaluation forms 7. performance appraisal forms 8. probationary evaluation form 9. safety, infection control, and quality assurance policies, procedures, and rules 10. names, titles, and locations of trainers 11. key telephone numbers On the first day, greet new employees at the hu man resources department as you would visiting friends. Deliver prepared remarks with enthusias m and review the agenda for the orientation program. T he “nuts and bolts” talks take p lace on the seco nd day. Ask how Day 1 went , then discuss: • Missi on, corporate values, and goals of the organization. Explain how the functions of the department relate to these. • Employee’s position description and performance standards. Describe both acce ptable and unacceptable behavior. • Survival information: work hours, overtime rules, compensatory time, vacation and sick leave policies, etc. • How performance is evaluated and reported. • Current managerial initiatives. These may include reengineering, quality programs, etc. • Current educational or marketing programs relating to customer service • Other information: 1. how you prefer to be addressed 2. that you expect innovativeness H A 481 -B02 Module 2 Notes 3. that you welcome suggestions and insist on hearing about any complaints or other comments from customers 4. things that annoy you (for example, tardiness, abuse of sick leave, chronic lateness for meetings, etc.) • How each job has a chain -reaction effect on othe r staffers ’ ability to do their jobs, w hich ultimately affects cust omers • List of customers and their critical importance. • Your interest in their developme nt potential • Keys to e xceeding customer ex pect ations o Be a risk taker, willing to make tough decisions and take action for customers that may be against policies or rules, provided they are legal, moral, and ethical. o Be friendly. o Be sincere. o Relax and have fun. Present a protocol for introducing orientees to the physica l facilities and the people they will work with. Identify people in your department who can help with the orientation process. Emphasize the importance of the educational and training aspect of orientation programs. List skills necessary to handle the j ob and prepare check -off lists of tasks to be learn ed. Divide the individual tasks or responsibilities into those that can be learned on the job, those that must be taught formally, and those that can be self -taught. Prepare a rough timetable for achieving the training goals. Encourage feedback from traine es to improve the orientation program and to ensure that what is programmed is being carried out to their satisfaction. Discussion Questions: 1. Why do we need to bother with individual orientation for a new employee who is a trained specialist hired to perform exactly the same t asks p erformed at a previous job? OR 2. Why not simply have the department supervisors provide all of a new employee’s orientation rather than having a separate organization -wide orientation as well as a departmental orientation? H A 481 -B02 Module 2 Notes Team Leadersh ip (Chapter 11) The text describes as team as a group of peopl e who are committed to achieving common objectives. As enterprises become more complex and involve more cross -functional activities, the need for teamwork is more essential to smooth and efficient patient s ervice . The benefits of teams include greater t otal expertise available, synergy, higher morale, greater personnel retention, and increased flexibility . Disadvantages of teams include often not needed, start -up time, may become bureaucratic, and slower to take action . There are 12 characte ristics of an effective team. However, some teams fail. There are many reasons for t he failure . Unrealistic mandates from upper management and the lack of purpose and direction are major factors. Poor leadership is the most common problem. This may be the faul t of the person to whom the team repor ts, or the unwillingness of any team member to assume a leadership role. Reviews of failed teams almost always reveal a breakdown in communication. A team matures in four stages — confusion, dissatisfaction, reso lution and maturation. G roup norms, rituals, and status symbols are all importa nt to teams . Effective team leadership is always strongly customer -oriented. The ideal leadership style for team building is based on the perception that personal power is having power with people, not over people. Situational leadership fits that perception. Advise participants how to act when they assume tea m leadership responsibility. Review some team reward strategies. The focus on teams is changing the way organizations reward people. Traditional reward systems encourage individual achievement. When traditional merit pay systems are in place, team coopera tion often suffers. Individual reward s may cause competing employees to withhold information, undermine peers, and hamper cooperation. On the other hand, in the absence of individual rewards, there is bound to be some resentment among the high performers, and the slackers have no incentive to improve. This dilemma is resolved by providing both team and individual rewards. The group recognition builds camaraderie and cooperation. Also, when employees know that their performance ratings are impacted by how mu ch they show teamwork, the adverse ef fect of individual rewards is mitigated. Discussion Question : • What is the “situational leadership” mentioned in the discussion of leadership style? Explain. H A 481 -B02 Module 2 Notes Safety and W orkplace V iolence (Chapter 12) As noted in the text, violence in health care institutions is escalating. Employers and managers share responsibility for providing a work environment that minimizes the danger of injury. In organizing and monitoring work, consider both safety laws and general work setting. Rules and regulations are of no value unless they are enforced. A successful program requires the support of all managers, especially the supervisors. Educational sessions must be held at regular intervals. Note the major causative factors of violence in health care institutions and the characteristics of violence -prone individuals. (R efer to Exhibits 1 2–1 and 1 2–2 in the textbook. ) Investigations following a violent event usually reveal that there were clearly visible warning signs that should have raised concern. Awareness of these signals is a key to viole nce prevention initiatives. Overt threats of violence may be absent, but warning signs are usually present. The typical profile of a violence -prone employee is that of a male military veteran who has a quick temper on a short fuse. The likelihood of his be coming violent accelerates if there is unresolved conflict and frustration at home or at work. Identify and review the laws and standards relating to workplace safety and violence. Note the responsibilit ies of management in providing a safe environment. Examine the essentials of a violence control program: • appropriate policies • screening of job candidates • education and training • improved communication • modification of environmental factors that affect susce ptibility to violence Relate eight supervisory principles for reducing workplace violence. 1. Avoid hiring problem people. 2. Treat employees with dignity and respect. 3. Maintain open communication. 4. Educate your staff. 5. Be alert for potential situational and behavioral problems. 6. Enforce policies that deal with violence and its control. 7. Sharpen counseling and disciplinary skills. 8. Have the courage to get rid of trouble makers. H A 481 -B02 Module 2 Notes To cope with bomb threats : • Take every such threat seriously. • Keep the caller on the line as long as possible so the call might be traced. • Collect as much information as possible • Take notes; ask the caller to repeat information. • Note any unusual phrases used by the caller; this may help identify the caller. • Listen for background noises that may help de termine the origin of the call. Discussion Questions: 1. Why do you believe that a significant proportion of potential perpetrators of workplace violence have in common low self -esteem? OR 2. In many organizations, carrying weapons or fighting are infractions calling for immediate termination. Why do believe this is so, and do you agree or disagree with the practice?

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