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Behavioral Perspectives in Nursing

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Behavioral Perspective in Nursing Management and Culture

 

Behavioral Management Theory  The behavioral management management theory theory is often called the human relations movement because it addresses the human dimension of work. Behavioral theorists believed that a better understanding of human behavior at behavior at work, such as motivation, conict, expectations, and group dynamics, improved productivity.. productivity



 

Behavior Management Techniue echniues s Be Mindful of Your Own Reaction. A vital component of managing dicult



behavior is behavior knowing that your. behavior a!ects the of others. others "hat you say or do in respon response se to an individual#s behavior a!ects whether the behavior escalates or stops.

 

echniues s Behavior Management Techniue Maintain Rational !etachment. "hen you#re rationally detached, you 

maintain control by not taking negative comments or actions personally. $%uipped with this skill, you#re better able to defuse challenging behavior and encourage positive behavior.. behavior

 

Behavior Management Techniue echniues s Be "ttentive. "hen people feel ignored, marginali&ed, marginali&ed, or not cared for, they often act out. An e!ective way to counter a person#s anxiety is to validate his'her feelings.. (ay feelings (ay attention to what she s he says. )ive her plenty of personal space. *how through your 

facial expressions expressions and body language that you#re listening,, and you can take away his'her reasons listening for being upset+and give him'her a reason to regain control.

 

echniues s Behavior Management Techniue #se Posi Positiv tive e $el $elf% f%T Tal&. emind yourself that when you#re the target 

of an outburst orof a negative situation, you#re rarely the cause the behavior. And -ust as thinking, / can0t deal with this might cause you to react one way, telling yourself, / know what to do will do will cause a more productive response.

 

echniues s Behavior Management Techniue Recogni'e Your (imits. 1nowing that you have support and backup is 

crucial to and staying in control of your own behavior responding appropriately. appropriately . Accept your limits and keep in mind that sometimes the best decision is to let someone else take t ake over. over.

 

echniues s Behavior Management Techniue !e)rief. Be sure to debrief after any incident. Talking 

about it can relieve thewas stredone stress. ss. /t#s also important to help consider what well a nd and how to respond better the better the next time a situation occurs

 

Culture 



is madeunderlying up of the values, beliefs, assumptions, assumption s, attitudes, and behaviors shared by a group of people. An organi&ation#s culture is made up of all of the life experiences each employee brings organi&ation. 2ulturetoisthe especially inuenced by the organi&ation#s founder, executives, and other managerial sta! because of their role in decision making and strategic direction.

2ulture is represented in a group#s3 •

language decision making



symbols







stories and legends

daily work practices

 

Culture A norm of accountability will help make your



organi&ation successful. A norm spectacular customer service willofsell your products and engage your employees.  Tolerating  T olerating poor performance performance or exhibitin exhibiting ga lack of discipline to maintain established processes and systems will impede your success.

 

*acts a)out a)out Culture Culture Culture is (earned. (eople learn learn to  to perform certain behaviors 

through either the rewards or negative conse%uences conse%uen ces that follow their behavior. behavior. "hen a behavior is rewarded, it is repeated and the association eventually becomes part of the culture. A simple thank you from an executive for work performed in a particular manner, molds the culture.

 

*acts a)out a)out Culture Culture Culture is (earned Through +nteraction. $mployees learn culture by interacting interacting with  with 

other An applicant experiences experi ences a sense employees. of your culture, and his or her 4t within your culture, during the interview process.

 

*acts a)out a)out Culture Culture $u)%cultures *orm Through Rewards. $mployees have many di!erent wants and 

needs. employees value rewards that are*ometimes not associated with the behaviors desired by managers for the overall company.  This is often often how subculture subcultures s are formed, formed, as people get social rewards from coworkers or coworkers or have their most important needs met in their departments or pro-ect teams. teams.

 

*acts a)out a)out Culture Culture People $hape the Culture. (ersonalities and experiences of experiences of employees 

create theifculture an people organi&ation. example, most ofofthe in an 5or organi&ation are very outgoing, the culture is likely to be open and sociable.

 

*acts a)out a)out Culture Culture Culture is Negotiated. 6ne person cannot create a culture alone. 

$mployees must try to change direction, direction , the work environment, the waythe work is performed, or the manner in which decisions are made within the general norms of the workplace. 2ulture change is a process of give and take by all members of an organi&ation.

 

*acts a)out a)out Culture Culture Culture is !i,cult to Change. 2ulture change re%uires people to change change   

their behaviors. /t isway often dicul for people to unlearn their old of dicult doing tthings, and to start performing the new behaviors consistently. (ersistence, discipline, employee involvement, kindness and understandi understanding, ng, organi&ation development development work, and training can assist you to change a culture.

 

 Thank  7ou8  7 ou8



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