complexity change in output expected by the organization Role transition

Complexity change in output expected by the

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complexity, change in output expected by the organization Role transition movement from old roles to newly developing roles The primary sources of role strain for nurses include role conflict and role ambiguity. Role conflict The role occupant is confronted with conflicting expectations that are mutually exclusive and therefore impossible to carry out. The role occupant is a member of different groups and has a different role in each, the expectations for which may be mutually exclusive. Role partners may have different expectations for role occupant. Role expectations of sub roles may be incompatible. Conflict is inevitable in organizations. Role Ambiguity Role expectations are vague. There is disagreement on the expectations for a particular role.
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Page 17 of 2 NSG 6006 Pre-Specialty Evaluation ©2017 South University 17 Nursing Theory NSG 6006 Week 3 Goals of administration and professionals are often significantly different. Some ambiguity is characteristic of all professional roles; technical roles are more defined with clearer expectations. Professionals often do not deal with the uncertain and the unexpected. Ambiguity is a challenge to professional skills and demands creativity. Ambiguity is even more detrimental to role performance than role conflict. We have all experienced role stress and role strain in our work lives. In your work environment, what do you feel are some the contributing factors? How have these contributed to role strain in your present work? Change Theory: The nature of organizations is such that success in one area inevitably produces problems in another. Organizations, whatever their specific purpose, facilitate the production of dilemmas. Therefore, there is always a need for change and change management to affect growth and profits. The goal is to enhance change-facilitating forces while effectively diminishing the restraining forces. However, organizations change as little as they must, rather than as much as they should. Is planned change in complex organizations possible? Or do enormous internal and external forces overcome any attempt to control them? There are limits to the potential for change. Not everyone has the power to effect change. Change cannot be ordered to happen. Conflicts of interests may resist change. The need for change may make it harder to change. Adversity produces a sense of necessity for change that promotes innovation. However, scarcity of resources creates a climate less likely to utilize innovation than abundance. The ability of an organization to change significantly appears greatest when inclination to change is least. In times of plenty, these are increased resources for change but less necessity.
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  • Fall '17
  • Nursing, Nursing Theory NSG

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