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► Med Misc 57 > Management/Administration/Leadership- Done > Flashcards

Management/Administration/Leadership- Done Flashcards

1
Q

Types of leadership

A
  1. Tactical leadership
  2. Transactional leadership
  3. Collaborative leadership
  4. Transformational leadership
  5. Servant leadership
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2
Q

Tactical leadership

A

Deals with individual performance goals

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3
Q

Transactional leadership

A

Contact with others for the exchange of valued things

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4
Q

Collaborative leadership

A

Mobilizes diverse groups to work with ambiguous issues and is constructive and outcome driven

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5
Q

Transformational leadership

A

Leaders and followers raise one another to higher levels of motivation and morality

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6
Q

Servant leadership

A

Leader is “servant first”- others highest priorities/needs are met

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7
Q

Management

A

Working with and through other people to accomplish the objectives of both the organization and it’s members

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8
Q

Management activities

A
  1. Planning
  2. Organizing
  3. Staffing
  4. Coordinating
  5. Motivating
  6. Leading
  7. Controlling
  8. Getting results effectively through other people by process of delegation
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9
Q

Line

A

Those who do the work

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10
Q

Staff

A

Support personnel

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11
Q

Authority

A
  • The power to act for someone else
  • The legitimate right to exercise power within the organization to obtain worker obedience
  • Closely related to responsibility
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12
Q

Responsibility

A

The accountability for using authority

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13
Q

Accountability

A

The obligation to be held responsible for what was expected or what happened that was unexpected

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14
Q

Bureaucracy

A

Promoted as the most rational structure for large organizations

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15
Q

The management process

A
  1. Develop the vision and mission
  2. Develop strategic plan
  3. Define the program and identify problems
  4. Set goals and objectives
  5. Assign responsibilities and delegate authority
  6. Allocate resources
  7. Design controls
  8. Decision making
  9. Monitor process and explain variances
  10. Solve problems along the way
  11. Appraise performance
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16
Q

Theories of management/organizational models

A
  1. Scientific management
  2. Machine theorists
  3. Theory X, Y and Z
  4. Trait theory
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17
Q

Example of scientific management

A

Time & motion studies

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18
Q

Time & motion studies are described by

A

Frederick Taylor

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19
Q

Time & Motion studies

A
  • Concept of using time most productively
  • time and motion is managed by measuring the length of tasks with a stopwatch and then organizing a sequence of activities so as to minimize extraneous motion and wasted time
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20
Q

Example of when to use time & motion management

A

The pace of an assembly line and it’s associated tasks

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21
Q

Appeal of time & motion theory

A

Minimizing wasted time and motion

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22
Q

Professions unlikely to use time and motion studies

A
  • Executive jobs

- Professional jobs

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23
Q

Example of machine theorists

A

Taylor (Classical theory)

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24
Q

Taylor (Classical Theory)

A
  • Efficiency is the key

- Little attention given to effects on the employee (human factors)

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25
Q

Three major theories describing behavior of individual toward subordinates within an organization

A
  1. Theory X (X-rated)
  2. Theory Y (Yes)
  3. Theory Z- Ouchi (Zen) (William Ouchi)
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26
Q

Describes Theory X, Y, and Z

A

Douglas McGregor

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27
Q

Theory X (X-rated)

A
  • average human has dislike of work and will avoid it
  • most people must be coerced, controlled, directed and threatened with punishment to get them to put forth adequate effort
  • average human prefers to be directed, wishes to avoid responsibility, relatively little ambition, wants security
  • historically consistent with earlier attitudes of management and rise of union
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28
Q

Theory Y (Yes)

A
  • more humanistic
  • integrates individual and organizational goals
  • expenditure of physical and mental effort in work is as natural as play or rest
  • external control and threat of punishment not the only means for bringing effort
  • commitment to objectives is a function of rewards associated
  • average human learns not only to accept but seek responsibility
  • capacity to exercise high degree of imagination, ingenuity and creativity in solution of organizational problems widely distributed in population
  • conditions of modern industrial life only partially utilize intellectual potential of individuals
  • attitude of trust on part of employers
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29
Q

Theory Z (Zen)

A
  • William Ouchi
  • most recent theory of management
  • Japan
  • expects a high degree of loyalty from employees
  • management co-sponsors activities and programs extending past work hours
  • feeling of family among all parties
  • concept of collective decision making
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30
Q

Examples of Trait Theory

A
  1. Great Man Theory
  2. Behavioral/leadership theories
  3. Max Weber
  4. Krampitz- Marketing Principles
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31
Q

Beliefs of early trait theorists

A
  • Leaders are born with innate characteristics and abilities that enable them to influence others
  • Assumed that learning had no effect on the development of leadership skills
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32
Q

Great man theory

A
  • characteristics of important historical figures and members of royalty who wielded tremendous influence and changed course of history
  • no specific traits have been identified
  • often used to select persons for advancement or leadership positions
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33
Q

Examples of how trait theory can be expanded to include physical or personality characteristics

A
  1. Tall people are seen as leaders more frequently than short
  2. Men with large heads are considered stronger than those with small heads
  3. Outspoken persons are viewed as leaders more frequently
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34
Q

Behavior/leadership theory

A

Indicates that a leaders behavior could influence the outcome of a group

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35
Q

Three patterns/styles of leadership

A
  1. Authoritarian
  2. Democratic
  3. Laissez-faire
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36
Q

Authoritarian leaders

A
  • paternalistic and considerate of group members or dictatorial and indifferent
  • exercise control
  • issue orders more often than other types
  • make all decisions
  • stress differences in personal and group status
  • generally guide work smoothly
  • have high rates of productivity
  • group members have decreased creativity, autonomy and self motivation
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37
Q

Democratic leadership

A
  • lies in the middle of the behavioral continuum

- more flexible than authoritarian and encourages input from group members

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38
Q

Principles of democratic leadership

A
  1. Decision making is participative process
  2. There is a measure of freedom within boundaries
  3. Individual is responsible for group and self
  4. Each group member remains an individual
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39
Q

Laissez-faire leadership

A
  • lacks any control when taken to the extreme
  • leader is non-directive and passive and allows group members to make decisions with little or no encouragement
  • group members with little self motivation can be plagued by apathy, frustration, and inefficiency
  • system works well with creative, goal directed, autonomous members
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40
Q

Max Weber

A
  • father of modern sociology

- analyzed social stratification and how it applied to power an bureaucracy

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41
Q

Krampitz Marketing Principles

A
  • The 4 Ps of Marketing
    1. Product
    2. Price
    3. Placement
    4. Promotion
    5. Efficiency
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42
Q

How “product” applies to OHN

A

What do nurses do and how do they influence client outcomes

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43
Q

How “price” applies to OHN

A

How much does nursing care cost

Price for services

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44
Q

How does “placement” apply to OHN

A

Who uses and buys these services

Are they on-site

45
Q

How “promotion” applies to OHN

A

To who does nursing need to market it’s services and what promotes a good nursing product

46
Q

Factors that promote a good nursing product

A
  1. Price
  2. Quality
  3. Effectiveness
  4. Convenience
  5. Security
  6. Safety
  7. Comprehensiveness
  8. Compassion
47
Q

How “efficiency” applies to OHN

A
  • How does the OHN promote and market these services to new populations
  • How is specialized nursing expertise differentiated, marketed and rewarded
48
Q

Organizational behavior

A

Being concerned with the psychology of groups

49
Q

Organizational structure

A

Show the relationship among people and positions and delineates hierarchical structures that define authority relationships

50
Q

Maslow’s Hierarchy of needs

A
  1. Physiological
  2. Safety needs
  3. Belonging and love needs
  4. Esteem
  5. Self-Acutalization
51
Q

Physiological needs

A

Food
Water
Sex
Shelter

52
Q

Safety needs

A

Security

53
Q

Belonging and love needs

A

Acceptance

Friendship

54
Q

Esteem needs

A

Self-esteem

Esteem from others

55
Q

Self-Acutalization

A

Realizing one’s full potential as a productive creative person

56
Q

Frederick Herzberg’s motivation-hygiene theory

A
  • has two independent factors (intrinsic and extrinsic factors)
  • individual’s relation to his/her work is a basic one
  • attitude toward this work can determine the individual’s success or failure
57
Q

Intrinsic factors

A

Related to job satisfaction

58
Q

Extrinsic factors

A

Associated with dissatisfaction

59
Q

Examples of intrinsic factors

A
  1. Achievement
  2. Recognition
  3. The work itself
  4. Responsibility
  5. Advancement and growth
60
Q

Examples of extrinsic factors

A
  1. Company policy
  2. Administration
  3. Supervision
  4. Interpersonal relations
  5. Working conditions
61
Q

Development of Administrative Theory

A
  • Henry Fayol
  • asserted that the activity of management was characterized by 5 (eventually shortened to 4) specific functions
  • functions were defined by managers
  • add up to functional definition of management
  • person considered to be manager not because of title but because work consists of managerial functions
62
Q

Functions observed by Fayol

A
  1. Planning
  2. Organizing
  3. Leading
  4. Controlling
63
Q

Fayol’s Planning

A
  • 1st managerial function
  • Consists of forecasting future events (strategic planning) and determining the most effective future activities for the company
  • Includes defining goals, establishing strategy and developing plans to coordinate activities
64
Q

Fayol’s Organizing

A
  • 2nd managerial function
  • consists of the ways in which the organizational structure is established and how authority and responsibility are given to managers
  • what tasks are done
65
Q

Fayol’s Leading

A

-includes motivating subordinates, directing others, selecting the most effective communication channels and resolving conflicts

66
Q

Fayol’s Controlling

A
  • function concerns how mangers evaluate performance with the organization in relationship to the plans and goals of the organization
  • budgets
  • correcting significant deviations
67
Q

Universalism

A

-Process approach to management

Includes:

  1. Planning
  2. Organizing
  3. Commanding
  4. Coordinating
  5. Controlling
68
Q

Discipline

A

Application of punishment for failure to act in accord with the desires of those who possess legitimate authority in the organization

69
Q

Subordination of the individual

A

Goal and interests of the organization are more important and therefore take precedence over the personal goals and interests of the individual

70
Q

Centralization

A
  • Importance of the subordinate is reduced as organizational power and the responsibility for decision making is concentrated in managers
  • Managers are responsible for decision making and accountable for decisions
  • Subordinates should be delegated responsibility with just enough authority to accomplish the assigned task
71
Q

Decentralization

A
  • The opposite of centralization
  • Decision making is dispersed throughout the organization
  • Workers have a voice in governance and feel empowered
  • Increased motivation and freedom
  • Top management is free from daily administrative activities and can be involved in research and development
72
Q

Scalar chain

A
  • managers in a company exist in a chain that is scalar (hierarchical)
  • authority and responsibility are delegated down the chain of command and become less the lower one goes in the chain of command
  • lower level managers have responsibility for informing those seniors in the chain of command of current information regarding task accomplishment
73
Q

Typical organization structure

A
  1. Vertical structure
  2. Horizontal structure
  3. Mixed structures
74
Q

Vertical structures

A
  • clear lines of authority
  • power held by few
  • centralized
75
Q

Horizontal structure

A
  • few layers of management

- decentralized

76
Q

Mixed structures

A

Centralized plus decentralized

77
Q

S.W.O.T Analysis

A
  1. Internal analysis
    S= strengths
    W= weaknesses
  2. External analysis
    O= opportunities
    T= threats
78
Q

Questions to ask when developing vision/mission statement

A
  1. What will your primary products/services be in 5yrs
  2. What will your primary markets be in 5yrs
  3. Who will be your primary customers/clients in 5yrs
  4. What will be your exclusive/differentiating benefit in 5ys
  5. What will the geographic coverage of your organization be in 5ys
  6. How big do you see the organization in 5yrs
  7. What will be your competitive position in 5yrs
  8. What type of special factors and features will make the future organization a special work experience
  9. How do your services and products bring value to the company
  10. How does your business unit assist the company in meeting it’s mission
79
Q

Benchmark

A

To obtain information on best practices

80
Q

Core values and beliefs

A
  1. Excellence
  2. Image
  3. Reputation
  4. Customer services
  5. Communication
  6. Commitment
  7. Social responsibility
  8. Total quality management/ continuous process improvement
81
Q

Environmental analysis

A

Factors which affect all organizations, and frequently, the organization or the business unit manager does not have any control over them

82
Q

Components of environmental analysis

A
  1. Social issues
  2. Political issues
  3. Technological
  4. Ecological factors
  5. Economic factors
  6. Competitive rivalry
  7. Substitute availability
83
Q

Components of internal analysis of strengths

A
  1. List what you do well
  2. List your skills, key competencies, specialized techniques, scientific disciplines and education
  3. List your strengths in planning, organizing, executing, controlling and evaluating
  4. List your problem solving and decision making skills (your ability to analyze, define and solve problems)
  5. List your communication skills (verbal, writing, teaching)
  6. List how the services you provide can be differentiated from services offered by others
84
Q

Components of internal analysis of weaknesses

A
  1. What could be improved
  2. What is done poorly
  3. Are facilities obsolete
  4. Do you have proper equipment and technology to do your job effectively
  5. Do you have adequate personnel
  6. Do others perceive weaknesses that you do not see
  7. Do your competitors perform the services and products you provide better
  8. Are you part of the management team and does management seek your advice regarding health issues and benefits
  9. Do you understand financial management and do you have involvement in the budget preparation process
85
Q

Components of external analysis of opportunities

A
  1. Changes in technology
  2. Changes in regulations and legislation
  3. Changes in social patterns, demographics
  4. Changes in lifestyle
  5. Health care issues
86
Q

Components of external analysis of threats

A
  1. What obstacles to you face
  2. Are the required specifications for your job, products or services changing
  3. Is changing technology threatening your position
  4. Are you able to document your value to management
  5. Do you possess the skills, key competencies, and education to further your career within the company or independently
  6. What is the competition doing and are they doing it better than you
87
Q

Components of competitive analysis

A
  1. Identify current and potential competitors

2. Identify potential moves by competitors

88
Q

Other factors to address in a strategic planing outline

A
  1. Location
  2. Hours of operation/days of operation
  3. Accessibility of products and services
  4. Financial resources and capital
  5. Management skills
  6. Distribution system for delivery of products and services
89
Q

Life cycle/mission strategy for products and services

A
  1. Building stage
  2. Holding stage
  3. Harvesting stage
  4. Divesting stage
90
Q

Building stage

A

In development or growth stage

91
Q

Holding stage

A
  • protection of market share and competitive position
  • used widely by customers
  • cost effective products and services
92
Q

Harvesting stage

A
  • mature stage

- no new opportunities from product or service

93
Q

Divesting stage

A

Has potential or will be liquidated, outsourced or eliminated

94
Q

Strategic objectives

A

Long term objectives

95
Q

Tactical objectives

A

Short term objectives

96
Q

Components of a financial plan/budget

A
  • conduct cost benefit, cost effective analysis on products and services
  • evaluate the return on investment on products and services
97
Q

Labor relations

A

Those dealings between representatives of a company and a union as they negotiate and comply with the provisions of their agreements

98
Q

Collective bargaining

A

Management and workers jointly determine the terms and conditions of employment

99
Q

Labor relations agreement/contract

A

Mutually accepted terms and conditions are spelled out in writing

100
Q

Labor legislation

A

Congressional actions that recognize the rights of workers to form unions and bargain on wages, hours and working mechanisms that encouraged, facilitated and protected these rights

101
Q

Examples of major labor legislation

A
  1. National Labor Relations Act or Wagner Act of 1935 (NLRA)

2. The Labor Management Relations/ Taft-Hartley Act of 1947 (LMRA)

102
Q

Project management

A
  • The process of planning and managing project tasks and resources, and communicating the progress and results
  • Getting the jobs done on time, within budget, and meeting specified goals
103
Q

Tools for project management

A
  1. PERT
  2. The GANTT chart
  3. The CPM method
  4. Time management
  5. Critical thinking
104
Q

PERT

A

Program
Evaluation and
Review
Technique

105
Q

The GANTT chart

A

Work breakdown schedule is placed on a bar chart

106
Q

The CPM method

A

Critical
Path
Method

-used with PERT

107
Q

Time management

A

Managing time most effectively

108
Q

Components of critical thinking

A
  1. Decision making
  2. Problem solving
  3. Creativity and vision
109
Q

Leadership

A

An individual who enables others to set and accomplish their goals

► Med Misc 57 (49 decks)

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