NLM Chapter 2 Flashcards by pnle topnotcher 2024

Process of planning, organizing, activating, and controlling the managerial function of nursing to determine and accomplish objectives of nursing care

Nursing Management

How well did you know this?

Not at all

Perfectly

Who defined management as the process by which a cooperative group directs action towards common goals

Joseph Massie

How well did you know this?

Not at all

Perfectly

What kind of management style is this?

Karl, the manager, gives specific advice, clarifies expectations when he puts you in charge on managing a project.

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

Directive

How well did you know this?

Not at all

Perfectly

What kind of management style is this?

Steve Jobs was known for his ability to make quick and decisive decisions independently and he had a clear vision of Apple products.

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

Authoritative

How well did you know this?

Not at all

Perfectly

What kind of management style is this?

Abi’s team starts a project, and she had to introduce a new software tool. John asks here how to open the application and use the 2FA in the middle of presentation. Abi stops and say: “Good question. Let’s take a look at this together later.”

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

Affiliative

How well did you know this?

Not at all

Perfectly

What kind of management style is this?

Bill Gates is known to take suggestions from colleagues and teams. He understands how imperative it is to value the knowledge and skills of team members

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

Participative

How well did you know this?

Not at all

Perfectly

What kind of management style is this?

Jay quickly pinpoints poor performers and demands more from them otherwise he replaces them with people who can comply to the deadlines

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

Pacesetting

How well did you know this?

Not at all

Perfectly

What kind of management style is this?

Sarah engages her team members on a one-on-one conversations to identify their strengths, areas for improvement, and career aspirations

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

Coaching

How well did you know this?

Not at all

Perfectly

This theory views an organization as a machine. It focuses on centralized authority, labor specialization, and incentives
profits to optimize productivity, and drive incentives
profits

Classical Organization

How well did you know this?

Not at all

Perfectly

Three Levels of Authority

Business Leaders or Top-Level Management
Middle Management
Supervisors

How well did you know this?

Not at all

Perfectly

Prioritizes employee’s physical and economical requirements over job satisfaction (financial rewards, wage hikes, and incentives)

Classical Theory (Organization)

How well did you know this?

Not at all

Perfectly

Advantages of Classical Organization

Allows focus on a specialized field of operation
Clearly defined roles
Better wages and incentives
Quick-decision making accelerating workflow

How well did you know this?

Not at all

Perfectly

Disadvantages of Classical Organization

Limits creativity and innovation
Neglect social needs
Stressful and unhealthy work culture

How well did you know this?

Not at all

Perfectly

Father of Scientific Management

Frederick Taylor

How well did you know this?

Not at all

Perfectly

Explained that the optimization of work translated to productivity and efficiency

Frederick Taylor

How well did you know this?

Not at all

Perfectly

Believed that organizational fucntion was optimal when designed to be highly specialized; taking advantage of a particular skill set

Frederick Taylor

How well did you know this?

Not at all

Perfectly

Factory management technique that advocates for having multiple foremen in different, specialized roles

Concept of Functional Foremanship

How well did you know this?

Not at all

Perfectly

Frederick Taylor applied principles of which resulted in decreased production costs and increased productivity (3 - OMSC-im)

Observation
Measurement
Scientific Comparison

How well did you know this?

Not at all

Perfectly

Frederick Taylor’s Scientific Management Principles (MMW)

Managing Time
Managing Materials
Work Specialization

How well did you know this?

Not at all

Perfectly

Disciple of Taylor who is also concerned with problems related to efficiency

Henry Gantt

How well did you know this?

Not at all

Perfectly

Henry Gantt’s two key contributions

Gantt Chart & Task and Bonus System

How well did you know this?

Not at all

Perfectly

A tool that provides a graphic representation of what occurs over the course of a project

Consist of a bar chart showing progression of time through phases of project

Gantt Chart

How well did you know this?

Not at all

Perfectly

Parts of a Gantt Chart

Sequential Performance
Terminal Element
Summary Element

How well did you know this?

Not at all

Perfectly

Advantages of Gantt Chart

Aids in breakdown of tasks into specific elements
Allows monitoring of projected timelines
Identifies independent and dependent tasks

How well did you know this?

Not at all

Perfectly

Disadvantages of Gantt Chart

- Tedious to manage and update - Represent only the time (not hours) of work - Complex & Confusing - Doesn't designate priorities

A system that modified Taylor's "A fair day's pay for a fair day's work"

Task and Bonus System

Wage incentive method of rewarding an employee who outperform the expected set output by organization (benchmark against completion of a task)

Gantt Task Bonus Plan

In Task and Bonus System, what are the usual bonus percentage of employees?

10% or 20% of standard payment rate

Father of Modern Management

Henri Fayol

Revolve around business **management** along with overall **management** that aims to improve organization productivity seeking to enhance **managerial** performance instead of individual worker efficiency

General Administrative Theory (Henri Fayol) ## Footnote *He concluded that management is universal*

# *In General Administrative Theory,* This relates to work of organizing and managing including: - creating rules and regulations - making decisions - management of operations - creating organization to direct activities towards achieving a common goal

Administrative

# *In General Administrative Theory,* Manages overall affairs and the sole responsible for setting and developing main company's policies and objectives. They oversee entire departments, focus more on healthcare policy, protocol, and nursing.

Administrator

# *In General Administrative Theory,* Process of dealing and controlling something in a way that is effective. Includes: - Overseeing a team - Solving problems - Communication w/ colleagues - Motivating employees

Management

# *In General Administrative Theory,* Implements policies that administrators formulated. They work directly, guide, and monitor employees. Other fx: - manage individual floors - Work different shifts - Focuses more on **direct patient care**, organization, and assignments during shift

Manager

# *Under 5 Functions of General Administrative Theory,* Anticipation of future events and the development of action to deal with it

Prevoyance

# *Under 5 Functions of General Administrative Theory,* Organizing of people, work, and materials

Organization

# *Under 5 Functions of General Administrative Theory,* Implementing and commanding of activity among personnel and employees

Commanding

# *Under 5 Functions of General Administrative Theory,* Coordinating the parts of the organization into a unified whole

Coordination

# *Under 5 Functions of General Administrative Theory,* Controlling the organization through the application of rules and procedures

Controlling

# *Under 14 Principles of General Administrative Theory,* The goals are of paramount importance and take precedence over the individual’s particular needs | Under Prevoyance ## Footnote *Subordination of the Individual Interest to the Corporate Goods, Espirit de Corps, or Initiative*

Subordination of the Individual Interest to the Corporate Goods

# *Under 14 Principles of General Administrative Theory,* Development of high morale is important, and it is the responsibility of the manager at the top to have a vision and to communicate it to the employees in a way that motivates them to achieve it | Under Prevoyance ## Footnote *Subordination of the Individual Interest to the Corporate Goods, Espirit de Corps, or Initiative*

Espirit de Corps

# *Under 14 Principles of General Administrative Theory,* Employees should be able to develop and implement plans on their own | Under Prevoyance ## Footnote *Subordination of the Individual Interest to the Corporate Goods, Espirit de Corps, or Initiative*

Initiative

# *Under 14 Principles of General Administrative Theory,* To increase worker's efficiency levels | Under Organization ## Footnote *Division of Work or Order*

Division of Work

# *Under 14 Principles of General Administrative Theory,* Employees and materials need to be at the right place and at the right time | Under Organization ## Footnote *Division of Work or Order*

Order

# *Under 14 Principles of General Administrative Theory,* Fayol advocated having only one manager with no conflicting line of command | Under Commanding ## Footnote *Unity of Command or Unity of Direction*

Unity of Command

# *Under 14 Principles of General Administrative Theory,* There must be one agreed-upon plan both up and down the hierarchy | Under Commanding ## Footnote *Unity of Command or Unity of Direction*

Unity of Direction

# *Under 14 Principles of General Administrative Theory,* Decision made based on organizational needs | Under Coordination ## Footnote *Centralization / Decentralization or Stablity of Tenure of Personnel*

Centralization / Decentralization

# *Under 14 Principles of General Administrative Theory,* The more stable the personnel and managerial strcutures, the more successful the business | Under Coordination ## Footnote *Centralization / Decentralization or Stablity of Tenure of Personnel*

Stability of Tenure of Personnel

# *Under 14 Principles of General Administrative Theory,* Gives the “right” to issue commands and includes responsibility for the consequences | Under Controlling ## Footnote *Authority, Discipline, Scalar Chain, Renumeration, or Equity*

Authority

# *Under 14 Principles of General Administrative Theory,* Employees must obey and respect the rules that govern the organization. Good discipline involves the judicious use of penalties for breaking the rules. | Under Controlling ## Footnote *Authority, Discipline, Scalar Chain, Renumeration, or Equity*

Discipline

# *Under 14 Principles of General Administrative Theory,* The line of authority is drawn from highest management to lowest ranks, and communication moves up and down this line | Under Controlling ## Footnote *Authority, Discipline, Scalar Chain, Renumeration, or Equity*

Scalar Chain

# *Under 14 Principles of General Administrative Theory,* Money is an important motivator, and a fair wage is to be paid for work performed | Under Controlling ## Footnote *Authority, Discipline, Scalar Chain, Renumeration, or Equity*

Renumeration

# *Under 14 Principles of General Administrative Theory,* Justice and understanding are important to developing a fair and equitable system | Under Controlling ## Footnote *Authority, Discipline, Scalar Chain, Renumeration, or Equity*

Equity

Theory that has 5 Functions and 14 Principles

General Administrative Theory

Father of Modern Sociology

Max Weber

This theory emphasized that rules and competence are the most efficient basis for organization; a structure of authority or hierarchy would facilitate accomplishment of the objectives

Ideal Bureaucracy

It is the legitimate forms of domination according to Max Weber

Authority

# *In types of authority, it is* Authority is inherited and grounded on dependent subordinates, legitimate ## Footnote *Traditional, Rational-Legal, or Charismatic*

Traditional Authority

# *In types of authority, it is* Grounded on **normative procedures ** for job, chain of command, etc: set of uniform principles ## Footnote *Traditional, Rational-Legal, or Charismatic*

Rational-Legal Authority

# *In types of authority, it is* The particular type, constructed on a "type of seduction" (dedication of followers) ## Footnote *Traditional, Rational-Legal, or Charismatic*

Charismatic Authority

Six Principles of Ideal Bureaucracy (D-FAFIC)

- Divison of Labor - Formal Rules and Regulation - Authority Hierarchy - Formal Selection - Impersonality - Career Orientation

According to him, worker's satisfaction is necessary for productivity (including health working environment).

Elton Mayo

Effective and friendly supervision of employees has a significant role in employee morale & productivity

Human Relation Management (Elton Mayo)

He conducted Hawthorne Studies

Elton Mayo

# *Under Hawthorne Studies* It is the first experiment which aims to determine whether or not **light bulbs** affects worker's productivity ## Footnote *Illumination Experiment, Mass Interviewing Program, Relay Assembly Test, Bank Wiring Observation*

Illumination Experiment

# *Under Hawthorne Studies* Focuses on **assessing** employees' human relations in the organization rather than their physical ## Footnote *Illumination Experiment, Mass Interviewing Program, Relay Assembly Test, Bank Wiring Observation*

Mass Interviewing Program

# *Under Hawthorne Studies* The study was to find out whether or not changes in work conditions affect employees' mental health and productivity ## Footnote *Illumination Experiment, Mass Interviewing Program, Relay Assembly Test, Bank Wiring Observation*

Relay Assembly Test

# *Under Hawthorne Studies* Study aims to see the effect if their wage for hourly work is fixed based on average outputs and bonuses also on growth ## Footnote *Illumination Experiment, Mass Interviewing Program, Relay Assembly Test, Bank Wiring Observation*

Bank Wiring Observation

Conclusion of Hawthorne Studies

- An organization should have a social way - Managers should understand group practice as group efforts bring literally greater results than individual efforts - Social considerations, praise, recognition, and other factors - Manager's supervision over their subordinates has a great impact on employee's performance - Proper communication in the organization

Founder of Modern Psychology

Kurt Lewin

Revived the study of group dynamics; his theory emphasized the importance of **communication** Identified the fact that workers want to have a voice and provide input in their tasks

Kurt Lewin

Emphasized group control over output

Kurt Lewin

# *Type of Leadership Styles* Leader makes all the decision. *Do "x"*

Autocratic

# *Type of Leadership Styles* Leader consider members before making decision *Which is better? X or Y?*

Democratic

# *Type of Leadership Styles* Limited input from the leader *Do X or Y as you see which is better*

Laissez-Faire

This proponents of this theory assumes leaders are **MADE**, not born

Behavioral Theory

Psychologist porposed a hierarchy of human needs building from basic needs at the base to higher needs at the top

Abraham Maslow (Maslow's Hierarchy of Needs) ## Footnote *Physiological, Safety, Love / Belonging / Social, Esteem (Worthy & Respected(, and Self-Actualization (Work we like)*

Categorized job factors into two groups: Hygiene and Motivational Factors

Herzberg's Theory ## Footnote *Hygiene - Company Policies, Salaries, Working Conditions, Supervision* *Motivational: Achievement, Growth, Responsibility, Recognition*

Has two theories: X and Y X - assumes employees dislike work and need to be controlled Y - assumes employees find work natural and will be self-directed if commited to goals

Mcgregor's Theory ## Footnote *X - motivated by fear and money* *Y - motivated by variety of rewards*

# *Under Likert's Leadership Styles* Leader uses threats and fear to achieve conformance ## Footnote *Exploitative Authoritative, Benevolent Authoritative, Consultative Leader, Participative Leader*

Exploitative Authoritative Style

# *Under Likert's Leadership Styles* Leader shows concern but **sugarcoats** information and maintains control of decisions ## Footnote *Exploitative Authoritative, Benevolent Authoritative, Consultative Leader, Participative Leader*

Benevolent Authoritative Style

# *Under Likert's Leadership Styles* Listens to everyone but still makes the major decision ## Footnote *Exploitative Authoritative, Benevolent Authoritative, Consultative Leader, Participative Leader*

Consultative Leader

# *Under Likert's Leadership Styles* Increases blishe collaboration, and seeks to involve other workers in the process of decision making ## Footnote *Exploitative Authoritative, Benevolent Authoritative, Consultative Leader, Participative Leader*

Participative Leader

# *Management Functions* Executive Coaching, Change Management, Leadership, Delegation & Empowerment ## Footnote *Top, Middle, or Low*

Top

# *Management Functions* Problem Solving, Team Building, Talent Development, Performance Management ## Footnote *Top, Middle, or Low*

Middle

# *Management Functions* Emotional Intelligence & Coaching for Performance ## Footnote *Top, Middle, or Low*

Low

The **Management Process** is first identified by who? He also state that management is an **acquired skill**

Henri Fayol

# *Under Management Process Principles,* Output increases when workers specialize ## Footnote *Division of Work, Authority and Responsibility, Unity of Command, Discipline, Subordination of Individual to the General Interest*

Division of Work

Managers and leaders **delegate power** ## Footnote *Division of Work, Authority and Responsibility, Unity of Command, Discipline, Subordination of Individual to the General Interest*

Authority and Responsibility

Supervisor ## Footnote *Division of Work, Authority and Responsibility, Unity of Command, Discipline, Subordination of Individual to the General Interest*

Unity of Command

Rules and regulations are utilized to increase effectiveness ## Footnote *Division of Work, Authority and Responsibility, Unity of Command, Discipline, Subordination of Individual to the General Interest*

Discipline

The interests of the organization as a whole is more important than the interest of one employee ## Footnote *Division of Work, Authority and Responsibility, Unity of Command, Discipline, Subordination of Individual to the General Interest*

Subordination of Individual Interests to the General Interest

Span of Control ## Footnote *Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps*

Scalar Chain

Workers are paid fairly for their services ## Footnote *Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps*

Renumeration

Staff and resources must be at the right place at the right time ## Footnote *Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps*

Order

Fair and equitable manner ## Footnote *Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps*

Equity

High Staff Turnover is inefficient ## Footnote *Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps*

Stability of Personnel

Staff develop and carry out positive organization plans ## Footnote *Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps*

Initiative

Leaders promote team spirit to ensure that the organization works in harmony ## Footnote *Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps*

Espirit de corps

5 Functions of Managers (POCCC)

- Planning - Organizing - Commanding - Coordinating - Controlling ## Footnote *These functions make up the management process*

# *Under Functions of Managers* * Mission / philosophy * Goals / objectives * Policies / rules * Procedures * Scheduled Changes * Fiscal / Budget Action ## Footnote *Planning, Organizing, Staffing, Directing, Controlling, Innovating*

Planning

# *Under Functions of Managers* * Carry out plans * Assign duties and responsibilities * Group activities to meet goals * Delegate authority * Establish horizontal and vertical authority * Work within the system ## Footnote *Planning, Organizing, Staffing, Directing, Controlling, Innovating*

Organizing

# *Under Functions of Managers* * Recruiting * Interviewing * Hiring * Orientation * Staff Development ## Footnote *Planning, Organizing, Staffing, Directing, Controlling, Innovating*

Staffing

# *Under Functions of Managers* - Motivate - Manage Conflict - Delegate - Communicate - Collaborate ## Footnote *Planning, Organizing, Staffing, Directing, Controlling, Innovating*

Directing

# *Under Functions of Managers* - Establish standards for measuring work performance - Measuring performance and comparing it with standards - Identifying reasons for discrepancy between standard and performance - Taking corrective action to ensure goals are attained ## Footnote *Planning, Organizing, Staffing, Directing, Controlling, Innovating*

Controlling

# *Under Functions of Managers* By Kannan; it involves proposals and suggestions ## Footnote *Planning, Organizing, Staffing, Directing, Controlling, Innovating*

Innovating

NLM Chapter 2 Flashcards

(107 cards)