Question

What is an authority structure and why do organizations create these structures?  How does this concept relate to organizational behavior, and do you believe authority structures have value in health care environments? Explain your answer in detail.

2. Briefly describe the importance of authority and at least two factors that restrict authority. Explain why you chose the factors you selected.

3. There are six styles of leadership. Provide an example for three of the six styles

Answer 1

What is an authority structure and why do organizations create these structures?  How does this concept relate to organizational behavior, and do you believe authority structures have value in health care environments? Explain your answer in detail.

• Organizational structure is a framework that specifies how certain tasks are oriented toward achieving an organisation's objectives. Laws, duties , and obligations may be included in these tasks.

• The organisational structure also defines how knowledge flows inside the enterprise between levels. In a centralised system , for example, decisions flow from the top down, while in a decentralised framework, decision-making authority is spread across different levels of the organisation.

· Having an organisational framework in place helps businesses to stay successful and centred.

· Organizational conduct in the health care system is key to ensuring patient safety, ethical actions among medical professionals, patient-centered care, and improving facilities that are expected to improve the quality of health care and the satisfaction of patients.

• Healthcare organisational behaviour is paramount in ensuring patient safety, ethical behaviour by medical professionals, patient-centered treatment, and improvements in facilities that are bound to increase healthcare delivery and patient satisfaction The various industries in the sector, such as hospitals , home health rehabilitation facilities and other patient care facilities, hire trained staff to meet the needs of patients in different capacities. Therefore, health care administrators need to have the right skills and expertise about the incorporation of change and, likewise, possess successful. In order to direct and direct diverse groups of people towards the achievement of a shared organisational goal, they possess strong interpersonal skills , communication skills, and skilled leadership skills and expertise about the incorporation of change in the right way and similarly.

2. Briefly describe the importance of authority and at least two factors that restrict authority. Explain why you chose the factors you selected.

The division of authority allows for the allocation of time in an organisation on more critical tasks. In addition , it gives a sense of obligation, an ability to evolve and exercise programmes to which the authority is delegated.

Top 5 Factors Determining Delegation of Authority

· Willingness of Subordinates:

· Manager's Attitude:

· Wish to Dominate

· Working Quantity

· Trust in Subordinates

Factor # 1. Willingness of Subordinates:

The degree of delegation may depend upon subordinates' willingness to assume responsibility.

If the subordinates shy of assuming greater responsibility then the executive can not delegate authority.

Factor # 2. Manager’s Attitude:

Not only does the delegation depend on the willingness of subordinates to share additional work, it will also be decided by the manager's attitude. The manager should be able to assign, and this should be agreed by the subordinate.

If the managers' mentality to concentrate all powers in his hands only then he won't delegate his authority An autocratic manager won't want to share his powers with others while a Democratic manager allows his subordinates to work independently. The Manager's attitude is an important factor in assessing authority delegation.

3. There are six styles of leadership. Provide an example for three of the six styles

  · Visionary: mobilising people towards a vision. ...

· Coaching-Creating individuals for the future. ...

· Affiliate-Build emotional ties and solidarity. ...

• Democratic — building consensus through interaction. ...

· Pacesetting-anticipate excellence and self-direction. ...

· Command-request immediate enforcement.

1. The Authoritative (Visionary) Leader

People who use the style of Authoritative Leadership are inspiring, and they drive individuals towards a common goal. Authoritative leaders tell their teams where they all go, but not how they're going to get there-to find their way to the shared objective, they leave it up to team members. The most significant component of authoritative leadership is empathy.

When to Use

Authoritative leadership is most successful when a new vision or a drastic new path, such as during a corporate restructuring, is needed by the company. However, when you work with a team more seasoned than you are, it is less likely to be successful — here, democratic leadership is more likely to be efficient. When you use it too much, this leadership style can also be overbearing.

How to Develop It

Focus on growing your knowledge, vision, self-confidence, and empathy to build an authoritative style. Get excited about the transition, and let your excitement come to your team. You must also inform others of your vision, so work on developing your presentation skills.

Example

Imagine that you have agreed to redesign the way your department interacts with potential customers in order to meet some ambitious sales targets. The strategies and procedures you've built vary drastically from the ones your people are used to. You can't help but get excited when you tell your team about the new process. You think these improvements will make a huge difference to your results, and you want your people to succeed. Your team picks up on your passion and sincerity instantly, and they get excited too. They know it's up to them to make stuff happen using the new method, and they're able to put in the extra work required to learn new skills.

2. The Coaching Leader

The leadership style of coaching ties the personal goals of individuals with the goals of the organisation. A leader who uses this style is empathic and supportive and focuses on improving others for success in the future. This style focuses on holding in-depth discussions with workers that may have nothing to do with current jobs, concentrating more on long-term aspirations of life and how they contribute to the organization' mission.

When to Use It

Whenever you have a team member who needs support developing long-term skills, or if you think he or she is "adrift" in your company and might benefit from a coaching or mentoring relationship, the coaching style should be used. Coaching, however, will fail when used with an employee who does not make an effort or who needs a lot of guidance and input-here, pacesetting or Coercive leadership may be more appropriate.

How to Develop It

Learn how to participate in informal coaching and mentoring to develop a coaching style. It's also necessary to get the people on your team to know each other. You'll be more able to see when you know your people when they need help or advice. To stay in touch with their needs, walk around.

Example

Jim, a new recruit on your team, has trouble adapting to his new job. He was with the company for just a month, but you can tell that he was disappointed. Your company needs "face time" at the workplace, and, as he did at his old job, Jim misses the ease of telecommuting. You also get the sense that he would like a job with more responsibility. You meet Jim, and you help him see that it has distinct benefits over telecommuting to be in the office five days a week. Showing up every day, for example , helps him to bond with the team and network with colleagues who in the future might become strategic allies. You also allow him to use the enormous training library of your company, which he may visit to lea during his lunch break. You are assigning him assignments to inspire and empower Jim, which will stretch his expertise and knowledge base. He's voicing enthusiasm about the chance, instead of being overwhelmed. Jim takes your advice after your talk and begins to make the best of his time in the office. He dedicatedly works on his assignments, impressing you and your boss alike.

3. The Affiliative Leader

The style of Affiliate leadership fosters unity within the team. This style links people together, fostering inclusion and dispute resolution. To use this design, you must respect other people's feelings, and place a high priority on their emotional needs.

When to Use It

Whenever there is team friction or disagreement, when confidence has been lost, or if the team needs to be empowered during a difficult phase, use this style.

How to Develop It

Leaders who use the Affiliate style are strongly emotionally oriented. So, learn how dispute resolution is resolved and how to be constructive.

Example

Sarah's manager has eventually been asked to leave her department after a tough year. While she was great at her work, her style of management was dictatorial. It didn't matter what she had to do or whose feelings she hurt-her top priority was achieving department targets. Sarah was asked to take over her place and even though she is excited about the chance, she is now in charge of a team that is emotionally battered and untrusting. Before doing some work on department priorities and future ventures Sarah agrees to concentrate on the emotional needs of her staff. Her first few meetings were spent just chatting. She encourages others to speak up about how they felt about their old boss. It gives every person on the team time to wind. The group soon learns that while they went through their own difficult times, they were all equally things. The mood in the team is stronger after two sessions, and more open to new partnerships. The community is now able to concentrate on new ventures and priorities, because their emotional needs have been addressed first.