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Part A > Leadership and management > Flashcards

Leadership and management Flashcards

1
Q

What are the components of a strategy?

A
  1. Where are we now?
  2. Where do we want to go?
  3. How do we get there?
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2
Q

What are the stages of team development?

A

Tuckman:
Forming: enthusiasm, anxiety, excitement
Storming: frustration, reality , dissatisfaction
Norming: acceptance, teams forming, cohesions and shared goals
Performing: teamwork, leadership, performance

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3
Q

How would you assess different styles within a team (and criticisms)?

A

Myers Briggs:
-Introversion vs extroversion
-Sensing vs intuition
-Thinking vs feeling
-Judging vs perceiving

Criticisms:
-poor validity
-poor reliability
-categories aren’t independent
-not comprehensive

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4
Q

Describe a change management framework?

A

Lewin Schein 3 stage model:

  1. Unfreeze (ensure employees are ready for change, SWOT / PESTLI + stakeholder analysis) - demonstrate need
  2. Execute change (SMART objectives, GANTT chart, communications strategy)
  3. Refreeze (ensure changes are sustained) - evaluation
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5
Q

What are the key project management steps (and name some tools)?

A

INITIATE - PLAN - EXECUTE - CLOSE

Tools include:
-SMART objectives
-SWOT / PESTLI
-GANTT
-ToR

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6
Q

Describe a stakeholder analysis framwork

A

Power vs Interest

monitor, keep satisfied, keep informed, manage closely

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7
Q

Describe a framework to understand the culture of an organisation?

A

Handy - 4 types of organisational culture:

Power - personal power and charisma (small businesses in turbulent environments e.gh. Brewdog)
Person - status based on profession (e.g. law)
Role - hierarchy (big business in stable environments)
Task - task orientated / cooperative teams (service organisations)

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8
Q

What are the 5 functions of management (Fayol)?

A
  1. Forecasting and planning (set objectives)
  2. Control (set targets, measure outcomes, performance manage)
  3. Organisation (of tasks and resources)
  4. Command (give instructions and delegate)
  5. Co-ordination (ensure all staff are working towards common goals)
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9
Q

Describe a conflict model

A

Thomas-Kilman:

Assertiveness vs coorperativeness:

Avoiding
Accommodating
Competing
Compromising
Collaborating

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10
Q

Describe 2 leadership theories:

A

Adair: action centred leadership
1. Task needs (objectives, targets, responsibilities)
2. Group needs (communication, team building, disputes)
3. Individual needs (coaching, counselling, developing)

Blanchard: situational leadership
Delegating
Supporting
COaching
Directing

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11
Q

Describe a theory of motivation?

A

Maslow hierarchy of needs:

Physiological (e.g. pay)
Safety (e.g. contract)
Love (socials, professional networks)
Self esteem (job title, appraisal)
Self actualisation (promotion)

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12
Q

What is the difference between leadership and management?

A

Leadership: produces change and movement
1. Establishes direction
2. Aligns people
3. Motivates and inspires

Management: produces order and consistency
1. Planning and budgeting
2. Organisation and staffing
3. Controlling and problem solving

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13
Q

What is the difference between power and authority?

A

Authority: a legitimized power (voluntary submission to an authority)
-rational-legal (position power)
-charisma (personal power)
-pure rational authority (expertness)

Power:
-much broader - possession of controlling influence
-may be non-legitimate
-resource or reward power
-coercive power (fire and reward)
-negative power

In public health, authority comes from expert power
Emergency services, power comes from delegated power

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14
Q

What is the difference between strategy and policy?

A

Strategy = high level plan - where we want to be and how

Policy = agreed set of measures that contribute to meeting the strategy

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15
Q

describe a framework for evaluating healthcare?

A

Donebedian:

Structure: inputs to the activity (staff, budgets, buildings, beds)

Process: activities (plans, procedures, referral patters, consultations)

Outputs: the products of the activity e.g. number of operations

Outcomes: the changes in health status attributable to the activity

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16
Q

What are the steps for undertaking an evaluation:

A

PLAN THE EVALUATION BEFORE IMPEMENTATION

  1. Follow a theoretical model e.g. Donebedian
  2. Define key outcome measures (SMART)
  3. Agree data to be collected and methods of collection
  4. Agree who will use the results
  5. Agree findings and disseminate
  6. Make reccomendations

Follow legal and ethical principles
4.

17
Q

What is McGregor’s X/Y management theory?

A

Theory x - managers assume inherent laziness requiring close supervision/systems of control
-Hierarchical structure
-workers avoid responsibility
-top down
-authoritarian style
-tight control
limited culture

Theory Y - managers assume ambition / self motivation
-worker wants to do well
-climate of trust
-shared decision making
-commitment to objectives
-bottom up
-liberating and developmental
-continuous improvement

18
Q

Describe the PDSA change management cycle?

A

Plan - set improvement goals, decide what data to gather
do - implement the plans, gather data
study - compare data to predictions and analyse data
act - any changes to be made to next improvement cycle? If not, roll out

19
Q

Describe the adoption curve (rogers)

A
  1. Innovators (2.5%)
  2. Early adopters (12.%)
  3. Early majority (34%)
  4. Late majority (34%)
  5. Laggards (16%)
20
Q

Describe the stakeholder analysis framework?

A

Power vs interest

low power, low interest - monitor
low power, high interest - keep informed
high power, low interest - keep satisfied
high power, high interest - manage closely

21
Q

+-What are the key steps in a strategy?

A
  1. Where are we now? (rapid needs assessment, gap analysis)
  2. Where do we want to be? (SWOT)
  3. How do we get there? (stakeholders, change management)
22
Q

Describe Adair’s action centred leadership model

A
  1. Task (the actions you take to achieve a goal)
  2. Team (your actions at the group level, to encourage effective teamwork and group collaboration)
  3. Individual: actions that address each team members individual needs.

Methods to help the group develop include brainstorming, away days, icebreakers etc.

23
Q

Describe a framework for managing conflict?

A

THOMAS - CONFLICT MANAGEMENT

Reflects concern for individuals own and opponents outcome

  1. Avoiding
    2.Accomodating
  2. Competing
  3. Compromising
  4. COLLABORATING

Conflict can be +ve or -ve. Lack of conflict can = groupthink

24
Q

What is marginal analysis?

A

-Underlies all optimisation problems
-relates to marginal benefits and marginal costs
-optimisation criteria seeks to minimise costs and maximise outputs

-Marginal analysis can determine the most efficient allocation of medical and non medical inputs (considering each programmes marginal cost and benefits) to improve health
-it can predict the effect of redistributive policies
-can be used to assess workforce
-can be used to forecast price and expenditure in hospitals
-can be used to assess workforce

25
Q

what are the principles of delegation?

A
  1. Explain
  2. Train
  3. Monitor
  4. Praise
  5. Maintain responsibility

Delegate roles not tasks

Part A (6 decks)

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