Leadership and Management Flashcards
(135 cards)
1
Q
Leader: Doing the right thing
A
Manager: Doing things right
2
Q
Leader: innovative, open for change
A
Manager: Administer and make decision
3
Q
Leader: asks What and Why
A
Manager: asks How and When
4
Q
Leader: Focus on people
A
Manager: Focus on system
5
Q
Leader: Develops and inspires trust
A
Manager: Relies on control
6
Q
Leaders are born, not made
A
GREAT MAN
7
Q
The leadership traits of parents are transferred to their offspring
A
TRAIT THEORY
8
Q
Leaders can adapt to the situation
A
SITUATIONAL THEORY/ CONTINGENCY
9
Q
Leadership can be learned (made), not born
A
BEHAVIORAL THEORY
10
Q
[PAL]
Punishment/Reward
Accomplish a predetermined goal
Leads the people
A
TRANSACTIONAL/ MANAGEMENT THEORY
11
Q
What theory in leadership and management can be observed in political dynasty?
A
TRAIT THEORY
12
Q
What theory in leadership and management can be inferred on the situation where most Senators are elderlies?
A
Behavioral Theory
13
Q
Has a vision (has a long-term goal)
A
TRANSFORMATIONAL/ RELATIONSHIP
THEORY
14
Q
[CHUM]
Communication is the base for goal achievement
Highly visible; Hands-on
Utilizes the chain of command
Motivational (towards self-improvement)
A
TRANSFORMATIONAL/ RELATIONSHIP
THEORY
15
Q
Leader asks for suggestions and opinions of the member before arriving on a final decision
A
PARTICIPATIVE THEORY
16
Q
concept in participative theory wherein there is process of voting
A
majority rule
17
Q
Leader inspires the members towards the achievement of their goal
A
PATH GOAL THEORY
18
Q
Impoverished Management
Produce or Perish Management
Middle of the Road Management
Country Club Management
Team Management
A
Blake-Mouton Managerial Grid
19
Q
low results, low people
ineffective people
A
Impoverished Management
20
Q
high results, but low regards on people
A
Produce or Perish Management
21
Q
medium result, medium people
A
Middle of the Road Management
22
Q
high regards on people, high quality produced output
A
Team Management
22
Q
high regards on people, but low results
A
Country Club Management
22
Q
X-axis of Blake Mouton Managerial Grid
A
Concern for Production (performance/output)
22
ELEMENTS OF MANAGEMENT
Planning Organizing
Staffing Directing Control
22
Y-axis of Blake Mouton Managerial Grid
Concern for People (staff/employee)
22
Pre-determining a course of action in order to arrive at a desired result
PLANNING
22
→ Long range planning
→ Extends from 3-5 years in the future
→ done by CEO, admin, president, medical director, chief nurse
Strategic Planning
23
→ Short range planning
→ Day to day span
→ done by head nurse, charge nurse, team leader
Operational Planning
24
Desired future condition
VISION
25
Future roles and function of the organization with specific timeframe
GOAL
26
[TR Service]
Target Client
Reason for existence
Services provided
MISSION
27
Beliefs and values that directs practice
PHILOSOPHY
28
Specific actions in order to achieve the other elements of planning (to reach the goal, mission, vision)
SMART
OBJECTIVE
28
expected generated income of the organization within 1 year
Revenue Budget
29
[FAP]
Financial Road Map
Annual Operating Plan
Plan for estimate future costs
Budget
29
Money on hand of the organization
Cash Budget
29
Outlines programmed acquisition, disposals, and
improvement in institutions' physical capacity
Capital Budget
30
Expected activity in operational and financial term in 1 year
Expense Budget
30
budget for ECG machine, doors and windows, repainting of walls, new room / building
Capital Budget (non routinary expense)
31
Salary, Bills, Rent
Expense Budget (routinary expense)
32
establishing formal authority
ORGANIZING
32
budget for emergency purposes
Cash Budget
33
→ creates strategic planning
→ CREATES rules, regulations, and policies
→ establishes the mission, vision, philosophy
→ makes the final decision
TOP LEVEL MANAGERS
34
→ creates only operational planning
→ deals with immediate problem of the organization
→ first line of defense of the organization
FIRST LEVEL MANAGERS
34
→ creates both strategic and operational planning
→ responsible for IMPLEMENTATION of rules and
regulations
→ responsible for coordinating the effort of first level towards the top level
MIDDLE LEVEL MANAGERS
35
Level of managers that includes admin, CEO, President, Medical Director, Chief Nurse
Top Level Managers
35
Level of managers that includes the supervisor, coordinator, manager
Middle Level Managers (versatile)
35
Level of managers that includes the head nurse, charge nurse, team leader, senior staff nurse, primary nurse
First Level Managers
36
→ exchange of ideas and information
→ Starts with staff nurse
COMMUNICATION (INTERPERSONAL)
37
→ staff nurse to manager
Upward Communication
38
→ From managers to staff
Downward Communication
38
→ staff to staff
Horizontal communication
39
→ staff to patient
Outward Communication
40
1. Discharge plan
2. Health teaching
3. Community Diagnosis
Outward Communication
41
1. endorsement
2. referral
3. conference
4. meetings
Horizontal communication
41
1. resignation
2. incident report
3. budget proposal
4. recommendations, advice, suggestion
Upward Communication
41
1. termination
2. memo
3. schedule
4. rules and regulations
5. disciplinary action
6. bonus and incentive
Downward Communication
42
→ Right to make decisions without approval of higher administrators
AUTHORITY
43
Set of behaviors expected to an individual
ROLE
43
→ starts from top to subordinates (delegate)
Line Authority
44
→ Pure advise, recommendations, suggestions,
support and offering services
Staff Authority
45
Right to "practice" your authority
POWER
45
→ Authority given to a person or department over a
specific task
→ Delegates task to a committee.
Functional Authority
46
→ AKA: Punitive power
→ Ability to give punishment
Coercive Power
46
→ Opposite of coercive power
→ Ability to give reward/ incentive everytime there is
a good output or performance
Reward Power
46
→ Power that comes from a position ( from administrative position)
Legitimate Power
47
→ Power based on knowledge/ skills of an individual
Expert Power
47
→ Ability to persuade people using charm/ charisma
Referent Power
47
→ Refers on ranks/position depending on the
competence (skills and abilities) of an individual
STATUS
48
→ Links all person in the organization and who reports to whom
→ Starts from top to subordinate
CHAIN OF COMMAND
48
→ Manager delegates to a subordinate
Scalar Principle or hierarchy
48
→ Employee should only report to one superior
Unity of Command
49
→ Employees who perform similar task should be grouped together to accomplish one goal
HOMOGENOUS ASSIGNMENT
50
→ First level managers has the right to make a decision, but only in routinary and common situation
e.g. during earthquake, they cannot decide
EXCEPTION PRINCIPLE
51
A process of giving specified decision making to the lower levels of the organization
DECENTRALIZATION
51
→ Number of workers that a supervisor can effectively manage is limited. Depends on the number which one supervisor can teach, assist, and help to reach the objective
SPAN OF CONTROL
52
→ Set of duties and responsibilities that are specific
for each job
JOB DESCRIPTION
53
→ Backbone/ skeleton of the organization
ORGANIZATIONAL CHART
53
→ It is a process of:
a. Forming groups
b. Chain of command
c. Span of control
d. Lines of communication
= Entire organizational chart
ORGANIZATIONAL STRUCTURE
54
→ Indicates authority level of position
→ Mas malaki ang box ng may authority
Box
54
→ Informal or advisory position
→ Not part of the organization
→ not accountable sa baba
Broken Line
55
→ "formal" or "direct" relationship
→ indicates that you are a part of the organization
Straight Line
56
→ Indicates the person, departments, and positions
Rectangle
57
→ Represents flow of communication
→ Starts at Staff Nurse
Arrow
58
→ Limited number of personnel per manager
→ Limited span of control
→ AKA pyramid
Tall or vertical Organizational Chart
58
→ Wider span of control
→ Seen on the org chart of the entire hospital structure
Flat/ Departmentalization
Organizational Chart
59
Assigning COMPETENT people to fill the roles designed in the hierarchy.
STAFFING
60
→ A timetable showing the number of off duties, on
duty, and relievers needed on that day
Scheduling
61
Chief nurse is the one who writes/ creates the
schedule for the whole month
Centralized Scheduling
62
Head Nurse or managers are the one who creates the schedule for every cut off
Decentralized Scheduling
62
A schedule that shifts every week (now AM, next PM, then AM)
-also by Head Nurse or managers
Cyclical Scheduling
63
Determinants of Staffing
1. Number of patients
2. Number of personnel
3. Classification of patients
4. Patient care delivery system (PCDS)
64
Patient types: can perform ADLs
Ratio: 1:5
NCH: 1.5 hours
LEVEL 1: Self- Care or Minimal Care
64
Patient types: can perform ADLs but with some assistance
Ratio: 1:3
NCH: 3 hours
LEVEL 2: Moderate Care/ Intermediate
65
Patient types: nurse performs the ADLs, VS every 30min-1hr
-bedridden, post-op, with chest tub, with oxygen
Ratio: 1:2
NCH: 4.5 hours
LEVEL 3: Total, Complete, or Intensive Care
66
Patient types: nurse performs the ADLs, VS every 15-30mins, Intake and output hourly
- comatose with several contraptions
Ratio: 1:1
NCH: 6 hours
LEVEL 4: Highly specialized Critical Care
67
Task- oriented
Task will be divided and the nurse will only perform the assigned task to him/her
FUNCTIONAL NURSING
68
→ One (1) nurse is responsible for total care if one (1) patient
→ highest accountability (24-hour accountability)
CASE NURSING/ TOTAL CARE NURSING
69
→ One (1) RN is to small group of patient (3-5 or 4-6 patients)
✰ PRIMARY NURSING
70
Combination of primary and team nursing
MODULAR METHOD
71
Heart of Team Nursing
Team Conference /
Team Collaboration
71
→ Like functional, pero ang dinidivide ay case ng
patient
CASE MANAGEMENT
72
Focus of Team Nursing
Patient-centered Care!
73
Heart of management
→ Process of overseeing and directing the performance of personnel
DIRECTING
74
→ Leader makes decision
condescending behavior [mataas tingin sa sarili, mababa tingin sa subordinate]
Authoritative Decision Making Style
75
Consults the team
Consultative Decision Making Style
76
esprit de corps
harmony
77
unity of direction
having 1 goal
77
transparent decision-making that reflects shared interests and shared responsibility of all constituency groups
shared governance
77
→ Transferring of responsibility from higher to lower authority
DELEGATION
77
immediately praise for a job-well done
provide feedbacks in the nursing station
Delegation
78
Who collects sputum and analyze it?
Microscopists / Medical Technologists
78
What can be delegated to Nursing Assistants?
1. Transporting the pt
2. ADLs
3. Restocking Supplies
4. ECG placement and Non-invasive Blood Procedures
> Collecting Data from stable pt
> Collecting data or samples / Simple Specimens
5. Clerical Duties
79
In a far flung community, who collects sputum?
Barangay health workers
80
Let- alone type of leadership
PERMISSIVE /
ULTRALIBERAL /
LAISSEZ-FAIRE STYLE
81
→ Leader makes decision without input from member
→ Effective during emergency cases
AUTOCRATIC/ THEORY X/ CENTRIC LEADERSHIP
82
Both the leader and the members make the
decision for the organization.
DEMOCRATIC/ PARTICIPATIVE/ CONSULTATIVE
83
→ Flexibility of leadership style
SITUATIONAL/CONTINGENCY LEADERSHIP
84
→ Uses charm to motivate the people
CHARISMATIC LEADERSHIP
85
→ Leadership by example
serve > to be served
SERVANT LEADERSHIP
86
→ Evaluation of performance of personnel
: The process of assessing the performance of the employees
CONTROLLING
87
→ Evaluation of performance based on the STANDARDS (process)
Performance Apprasial
87
Basis of the Evaluation of performance of personnel
Basis: Standard developed during the planning phase
87
→ Evaluation of the degree of excellence (of services) based on the health OUTCOME
Quality Assurance
88
Periodic review of the utilization of all the materials and supplies used by each unit
Control of Resources
89
First Offense of Disciplinary Action
oral warning
89
: Obedience to rules/ policies of the organization
: Making the employees responsible for their actions
Discipline
90
Third Offense of Disciplinary Action
suspension
91
Second Offense of Disciplinary Action
written (memo) warning
92
Fourth Offense of Disciplinary Action
assess ability to change behavior / situation
if can still change: Suspend for the mean time
if not: Terminate
93
Evaluation of the medical and clinical records in order to determine the effectiveness of nursing interventions
NURSING AUDIT
(checks action, response (outcome) -FDAR
94
Evaluation of the SETTING (physical) where the nursing care is given
Evaluation of the EMPLOYEES: Includes the qualifications of personnel, their financial composition, and other information about the hospital itself
Structure Audit
94
Evaluation of the nursing intervention provided to
the patient
Outcome Audit
"response" in FDAR
95
Evaluation of the intervention itself (not the outcome).
Evaluation on how the care is given.
Process Audit
"action" in FDAR
