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, conict, expectations, and group dynamics, improved productivity.. productivity
Behavior Management Techniue echniues s Be Mindful of Your Own Reaction. A vital component of managing dicult
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.
echniues s Behavior Management Techniue 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 Techniue echniues 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.
echniues s Behavior Management Techniue #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.
echniues s Behavior Management Techniue 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.
echniues s Behavior Management Techniue !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
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 inuenced 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
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 dicul for people to unlearn their old of dicult 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.