CNUR 301 Final Exam

Question 1

What is leadership?

Answer 1

This is a process of influence in which the leader influences others towards goal achievement.

Question 2

What is management?

Answer 2

This is about controlling complexity in an effort to bring order and consistency.

Question 3

What is mentorship?

Answer 3

This is a personal development relationship in which a more experienced/more knowledgeable person helps to guide a less experienced/less knowledgeable person.

Question 4

What is the difference between a nurse manager and a nurse leader?

Answer 4

The difference between a nurse manager and the nurse leader is that a nurse leader provides visions and strategies where as a nurse manager is a dedicated position on the floor. They implement visions and strategies.

Question 5

What is emotional intelligence?

Answer 5

• The ability to monitor and discriminate among a motions and to use the data to guide through.
• Focuses on abilities to per sieve and express emotions to manage and regulate emotions.
• Focuses on mastering skills and awareness in: self-awareness, social awareness, self management, and relationship management.

Question 6

What is self-development?

Answer 6

Nurse leader initiates the process of self-awareness, at individual and collective level to which the key is empowerment and leadership.

Question 7

Servant Leadership

Answer 7

• The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.

Question 8

Resonant Leadership

Answer 8

• Emotionally intelligent leadership styles described as:

Visionary
Afflictive
Coaching
Democratic

Question 9

Dissonant Leadership

Answer 9

Pacesetting and commanding

Question 10

Management by exception

Answer 10

Focuses on monitoring task execution for any problems that might arise and correcting those problems to maintain current performance levels.

Question 11

Laissez-faire Leadership

Answer 11

They are conceptualized as passive avoidance of issues decision making and accountability.

Question 12

Vision

Answer 12

Reflects values and provides direction for services

Question 13

Mission

Answer 13

States what the organization is, who it serves, what it values, and what activities it performs

Question 14

Values

Answer 14

facilitate organizational decision-making and other activities

Question 15

Goals

Answer 15

Specific aims or targets that the organization wishes to attain

Question 16

Sullivan and Decker State?

Answer 16

Understanding the health care organization begins with comprehending organizational theory.

Question 17

Theory Approaches

Answer 17

Traditional and contemporary

Question 18

Traditional Approach

Answer 18

includes classical, humanistic, systems, and contingency

Question 19

Contemporary Approach

Answer 19

includes complexity science that combines chaos and quantum theory.

Question 20

Classical Theory

Answer 20

• Division and specialization of labour (specific parts of work assigned to different individuals)

Question 21

Five basic functions of managers in organizations

Answer 21

planning, organizing, commanding, coordinating, and controlling.

Question 22

Humanistic Theory

Answer 22

Special attention given to workers enhances their productivity.

Question 23

Systems Theory

Answer 23

An insightful way of understanding the modern organization and how workers accomplish the organizational goals.

Systems can be either:

Closed: self-contained
Open: interacting and adapting with internal and external forces.

Question 24

Contingency Theory

Answer 24

• Central premise is based on the idea that the leadership style to be used depends mostly on the situation at hand.
• Leader’s job is to assist followers in attaining their personal and professional goals.

Question 25

Understanding Complexity Science

Answer 25

1. Lens of complexity: view organization as a complex and know that change is unpredictable. 2. Good enough vision: provide general sense of direction to an organization. 3. Clock ware and swarm ware: balance data and intuition 4. Tube to the edge: foster the right degree of flow. 5. Paradox and tension: expose differences between organizational goals and reality. 6. Multiple action: take action in small successive steps 7. Shadow System: be aware of information/formal network 8. Chunking: allow complex systems to form from links that work. 9. Balance cooperation and competition: when to cooperate and when to compete.

Question 26

Socialization Process

Answer 26

Organizational socialization is an important process whereby employees learn values, norms, and required behaviours in the organization.

Question 27

Phases of Socialization

Answer 27

Anticipatory socialization: begins when individual is exposed to advertisements and human resource websites Encounter: begins when the employment contract has been signed. Change and acquisition: takes place with the mastery of important skills and the resolution of role conflicts.

Question 28

Cultural Diversity

Answer 28

This is a term used to describe a vast range of cultural differences among individuals or groups working in an organization.