Nursing Theory Essay

Motivation theories includeAchievement- need theory Expectancy theory Equity theory Motivation theories are derived predominantly from the work ofAbraham Maslow (a psychologist) Achievement-motivation theory developed by focusing Atkinson, McClelland, and Veroff Aspects of soulfulnessality characteristics and proposes 3 forms of motivation/needs in work situations ( consummation, office staff, affiliation) Individuals are not as concerned with the rewards of achievement as they are with the actual achievement areAchievement (high need achievement)Expectancy theory Major concept In 1964 Vroom decided to add the concept of expectancy, instrumentality & valence to motivation Expectancy is define as Instrumentality describes Valance is In Short, the Expectancy Theory states thatDeveloped by Victor Vroom in 1960s The effect of mightiness and motivation on performance Performance = ability X motivation Performance = expectancy x instrumentality x valence The association between the a ction and the conclusion of the action (action will pass to achieve goal) The type of outcome derived b/c of an action (achievement of a goal will lead to reward)The value placed on the desirability of the outcome by the employee An individual will act (performance) in a certain manner b/c there is an expectation (motivation) that the act will result in an outcome. Equity theory Developed by This theory attempts to describe Stacy Adams-a research psychologist The relationship in which an individual give something (input) and in exchange sires something (outcome) Ex an individual expects that if he/she works hard at a job (input), he/she will receive compensation or recognition (outcome) based on what he/she put inConcepts of power, empowerment, and change Power is The larger concept from which authority is derived Power is defined asInfluence wielded (used) by an individual or group of individuals to change behaviors & attitudes and to sway decisions Authority isA formal right ba sed on the managers position in the organization. A source of legitimate power 5 bases/sources of powerReward, coercive, legitimate, referent, and expert power Coercive, reward, & legitimate power are considered formal bases of powerReferent & expert power are personal bases of power Two other bases of power Informational power vs. charismatic powerInformational power is the power held by an individual who has the information necessary for others to touch a task or goal Charismatic power is the power that attracts one individual to another Empowerment isThe transfer or delegation of responsibleness & authority from managers to employees empowerment is the sharing of power (sharing vision, mission, knowledge, expertise) Change Planned Change TheoryCentral to Lewin theory A field Force select 2 forces (driving force vs. restraining forces) By Kurt Lewin (a German psychologist if u care ) The concepts of field and force Can be viewed as a system (if one take up of the system change, then the whole system must be examined to determine the effect of that change) Driving force encourages/facilitates movement to a new direction, goal, or outcome Restraining force (opposite with driving force). Restraining forces block or impede progress toward the goal.Problem-Solving and decision-making processes The Rational Decision-Making ModelInvolves a cognitive process where each step follows in a limpid order from the one before. By cognitive, It means -based on thinking through and weighing up the alternatives to come up with the best potential result. Bounded rational decision-making model (Bounded rationality) Means that humans are unable to energise entirely rational decision b/c of the limits of human mental abilities and b/c of the influence of external force on decision making.A decision maker is said to exhibit bounded rationality when they consider fewer options than are actually available, or when they choose an option that is not the best overall but is best within the current circumstances. E. g. , someone spills coffee on a shirt in a restaurant, and goes next door and buys a poorly accommodation shirt to change into immediately. Obviously it would be optimal to buy a proper fitting shirt. But if the person is in a hurry and cannot wear a wet, coffee stained shirt, then buying the poorly fitting one is appropriate.This is an example of bounded rationality Group Decision Making modelOften used when the decision is complex, such as when a new process or product is being developed. Advantage the decision made may be higher quality Major errors may be avoided Disadvantage Take agelong to reach decision May lead to compromises that really do not solve the problem Organizational Quantitative Decision-Making Techniques Rely on facts & quantitative measures (data based) to make decisions (although intuition & judgment still influence the decision making process) Conflict ManagementCharacteristics of a conflict situation Conflict Mod e Model 2 types of response cooperativeness vs assertiveness Thomas & Kilmann (1974) 5 conflict-handling modes/strategies Thomas (1976) recommended that the FIRST COURSE of action is to discern (recognize) the other partys intent in causing the conflict before determining how to respond Cooperativeness focus on statisfying the other persons concern Assertiveness focus on statisfying ones own concern 1. Competing or forcing used when the issue is important, needs speedy resolution .Ex. An individual pursues his own concerns at the other persons expense. This is a power-oriented mode in which you use whatever power seems appropriate to win your own position. (Assertive but uncooperative) 2. Accomodation opposite of competing. When accomodating the individual neglects his own concerns to stisfy the concerns (assertive and cooperative) 3. dodging the person neither pursues his own concerns nor those of the other individual.