Nursing Theory Essay

motive theories includeAchievement-motivation theory Expectancy theory Equity theory Motivation theories argon derived predominantly from the work ofAbraham Maslow (a psychologist) Achievement-motivation theory developed by sharpen Atkinson, McClelland, and Veroff Aspects of personality char routineeristics and proposes 3 forms of motivation/needs in work situations (achievement, berth, affiliation) Individuals are not as concerned with the rewards of achievement as they are with the actual achievement areAchievement (high need achievement)Expectancy theory study concept In 1964 Vroom decided to add the concept of expectancy, instrumentation & valence to motivation Expectancy is defined as Instrumentality describes valance is In Short, the Expectancy Theory states thatDeveloped by Victor Vroom in 1960s The effect of ability and motivation on performance execution of instrument = ability X motivation Performance = expectancy x orchestration x valence The association between t he natural action and the outcome of the action (action leave lead to achieve goal) The type of outcome derived b/c of an action (achievement of a goal will lead to reward)The value determined on the desirability of the outcome by the employee An individual will act (performance) in a certain manner b/c on that point 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 ex diverge receives 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 top executive, em military forcement, and change Power is The larger concept from which ascendance is derived Power is defined asInfluence wielded ( utilize) by an individual or group of individuals to change behaviors & attitud es and to sway conclusivenesss Authority isA evening gown right based on the double-deckers 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 another(prenominal) bases of power Informational power vs. charismatic powerInformational power is the power held by an individual who has the information necessary for others to accomplish a assess or goal Charismatic power is the power that attracts hotshot individual to another Empowerment isThe transfer or delegation of responsibility & strength from managers to employees empowerment is the sharing of power (sharing vision, mission, knowledge, expertise) spay Planned Change TheoryCentral to Lewin theory A field of honor Force assimilate 2 forces (driving force vs. restraining forces) By Kurt Lewin (a German p sychologist if u care ) The concepts of field and force Can be viewed as a system (if one part 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 sweet direction, goal, or outcome Restraining force ( polar with driving force). Restraining forces block or frustrate progress toward the goal.Problem-Solving and decision-making processes The Rational Decision-Making ModelInvolves a cognitive process where each note follows in a logical order from the one before. By cognitive, It manner -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 cosmos are unable to make entirely rational decision b/c of the limits of human mental abilities and b/c of the influence of impertinent force on decision making.A decision maker is state to exhibit bounded rationality when the y consider fewer options than are real available, or when they choose an option that is not the best overall just is best within the current circumstances. E. g. , someone spills coffee on a shirt in a restaurant, and goes next door and purchases a ill fitting 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 theme Decision Making modelOften subprogramd when the decision is complex, such as when a new process or product is being developed. Advantage the decision made whitethorn be higher quality Major errors may be avoided Disadvantage Take longer to reach decision whitethorn 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 in tuition & psyche still influence the decision making process) Conflict ManagementCharacteristics of a conflict situation Conflict Mode Model 2 types of retort cooperativeness vs assertiveness Thomas & Kilmann (1974) 5 conflict-handling modes/strategies Thomas (1976) recommended that the FIRST melodic phrase of action is to discern (recognize) the other partys intent in causing the conflict before determining how to respond Cooperativeness commission on statisfying the other persons concern Assertiveness counselling 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 coope rative) 3. Avoidance the person neither pursues his own concerns nor those of the other individual.