PRELIM Flashcards
1
Q
Process of influencing others to achieve organizational goals
A
Leadership
2
Q
3 Purpose of Leadership
A
Motivate
Lead
Guide
3
Q
Standing up for oneself without violating the rights of other
A
Assertiveness
4
Q
Trying to convince someone by using reason
A
Rationality
5
Q
Making an individual important before making a request
A
Ingratiation
6
Q
Offering exchange of favor
A
Exchange
7
Q
Coercive
Giving punishment or reward
A
Sanction
8
Q
Backing up a request with a threat to damage an infividuals oppurtunity for advancement
A
Blocking
9
Q
Getting workers to back up
A
Coalition
10
Q
Obtaining support of higher
A
Upward appeal
11
Q
People that operate and use financial and material resources
A
Manpower
12
Q
Devices that help organization
A
Machines
13
Q
Budget allocated
A
Money
14
Q
Refers to body of technique
A
Methods
15
Q
Physical resources
A
Materials
16
Q
Time as resource
A
Moment
17
Q
People responsible for planning
A
Manager
18
Q
Respect
People follow you because of what you are and what you represent
A
Personhood
19
Q
Reproduction
Peope follow because of what youve done for them
A
People Development
20
Q
Results
People follow because of what youve done for the organization
A
Production
21
Q
Relationships
People follow because they want to
A
Permission
22
Q
Rights
People follow because they have to
A
Position
23
Q
Gilbert’s D PATHOS SHAF
A
Dominance
Poise
Aggressiveness
Tolerance for others view
High capacity to attain status
Orderly thinking
Self confidence
Sensitivity to others
High need to achieve
Ambition
Flexibility
24
Q
Only a select few were born to lead
A
Trait Theories
25
3 Trait Theorist
Stogdill
Bass
Gilbert
26
Start of Trait Theories
Mid 1800's
27
Start of Behavioral Theories
Early 1930's
28
He developed a profile of successful leaders and traits
Stogdill
29
He classified intelligence, personality, and abilities
Bass
30
Found potential leaders has D PATHOS SHAF
Gilbert
31
Focused on what leaders do and that leadership is a learned behavior
Behavioral Theorist
32
4 Behavioral Leadership Styles
Autocratic
Democratic
Laissez Faire
Bureaucratic
33
Make decisions without input from others
POWER, AUTHORITY, NEED FOR APPROVAL
Autocratic
34
Aka as participative or shared leadership
Members participate
Democratic
35
Give others freedom to make decisions
Uninvolved in the day to day work
Provides no direction or facilitation
Laissez Faire
36
By Jenkins and Henderson (1984)
Relies on organization policies and rules
Bureaucratic
37
Task>Relationships
Autocratic/Authoritarian
38
Directive behavior
Use coercion
But effective in crisis
Authoritarian/Autocratic
39
2 way communication
Democratic/Shared or Participative
40
Abstains from leading
Laissez Faire
41
Inflexible rules
Bureaucratic
42
No best way to organize
Leaders should adapt
Contigency Leadership Theory
43
Leadership style must fit the situation
Effective when he matches leadership style to situational factors
Fiedler's Contingency Theory
44
(Good to Poor)
Degree which leader enjoy the loyalty or subordinates
Manager-Followers Relationship
45
(High to Low)
Degree which task is clearly described
Task structure
46
(Strong to Weak)
Degree which leaders are able to administer rewards and punishment
Manager Power
47
Start of Fiedler's Contingency Theory
1967
48
Start of Situational Leadership Theory
2007
49
Leader adapts style to suit the current work environment or needs of team
Situational Leadership Theory
50
People behind Situational Leadership Theory
Hersey
Blanchard
Johnson
51
Requires close supervision and constant guidance
Repetitive results are neede
Novice Level
Unable, unwilling and insecure
Telling Style (High Task to Low Relationship)
52
Unmotivated to perform a task
Unable but willing and confident
Selling (High Task to High Relationship)
53
Able but unwilling and insecure
Paticipating (Low task to High relationship)
54
Team is efficient requires little guide
Able, willing and confident
Delegating (Low task to low relationship)
55
Provide specific instructions and close supervision
Unable, unwilling and insecure
Telling (High task to Low relationship)
56
Explain your decisions and provide clarification
Unable but willing and confident
Selling (High task to High relationship)
57
Share ideas and facilitate in making decisions
Able but unwilling and insecure
Participating (Low task to High relationship)
58
Turn over responsibility
Able, willing and confident
Delegating (Low task to low relationship)
59
Separate decision making into expectancy, instrumentality, and valence
Vromm-Yetton Expectancy Model
60
How much they believe that their additional effort will help them
"Efforts will leaf to high performance"
Expectancy
61
How much they believe that rewards will actually appear
"Performance will lead to predicted outcome"
Instrumentality
62
How much they value the potential rewards
"Predicted outcomes are desirable"
Valence
63
Influence their subordinates
SATISFACTION
MOTIVATION
PERFORMANCE
House-Mitchell Path-Goal Theory
64
Provide clear instructions
Promotes transparency
For marginally and partially employees
Directive leadership
65
Focuses on supportive and friendly work environment
Routine and very experienced employee
Supportive Leadership
66
Involves consultation and request for opinions
For moderate and somewhat ambiguous
Participative leadership
67
Includes setting challenging goals
For skilled and higky innovative and ambiguous
Achievement-oriented leadership
68
Increasing calue on collaboration and teamwork
Must use additonal skills especially group and political leadership
Contemporary Leadership
69
Should be updated
Update himself
Identify olf and learn new
Quantum Leadership
70
Stability to instability and order to disorder
Permanent strusture is doomed to fail
Chaos Theory
71
Personal qualities such as charm
Leaders personality arouses great affection
Charismatic Leadership
72
Not concerned with status quo but with effecting revolutionary change
Better selves over self interest
Transformational Leadership
73
All about understanding a person and be the best version
Relational Leadership
74
Emphasizes collaboration
One is in charge but power and influence is shared with group
Shared Leadership
75
Prioritize the greater good
Servent Leadership
76
According to him leadership occurs when other peoples needs take priority
Greenleaf (1991)
77
6 Servant Leaders Skills
Stewardship
Listening
Awareness
Persuasion
Foresight
Commitment
78
The most important skill
Listening
79
____ of the situation or individual need
Awareness
80
Convince, do, or believe
Persuasion
81
A visionary to create change
Foresight
82
Take responsibility and accountable
Stewardship
83
____ to the growth of individuals
Commitment
84
Suggest the skills of servant leaders
Campbell and Rudisill
85
Process by which cooperative group direct action toward common goals
Management
86
Is a practice rather than science of profession
Management
87
Process of accomplishing goals of the group through efficiency and effective use of resources
Management
88
Involves techniques by which a distinguished group of people coordinate service of people
Management
89
4 Major Function of Management
Planning
Organizing
Directing
Controlling
90
Working through staff members to be able to provide comprhensive care to the patient
Nursing Management
91
Closely identifies with the actual delivery of care
First Line Manager
92
Coordinates the activity of all staff
First Line
93
Daily management of line workers
First Line
94
Make the decisions with yhe help of few guidelines
First Line
95
Managing staff
Preparing budget and schedule
Writing and implementing policies
Middle Manager
96
Carrying out the goals set by top mamagement
Communicates upward and downward
Middle Manager
97
Supervises multiple dept
Ensures all coent by nurses is carries out
Making wide decision
Top Manager
98
Theory of Scientific Management
PRODUCTIVITY, PROFIT, EFFICIENCY
Observed people in electric plant
Frederick Taylor
99
Follower of Taylor
Forerunner of PERT chart
TASK AND BONUS remuneration plan
Henry Gantt
100
Between work and time
PROGRAM
EVALUATION
REVIEW
TECHNIQUE
PERT CHART
101
Father of Organization Theory
Bureacracy
Max Weber
102
Stressed the selection of qualified
Luther Gulick
103
Studied function of managers
Father of Management Process School
Henry Fayol
104
Task must be group and are specially trained to efficiently perform the job
YOU SHOULD KNOW YOUR JOB
Division of Labor
105
Pure obligation to do the task
Ability to give orders
AUTHORITY
106
One supervisor
UNITY OF COMMAND
107
One path, goal, objective, MANAGER
UNITY OF DIRECTION
108
Highest to lowest
Top to bottom
SCALAR CHAIN
109
Importance to organizations INTEREST
SUBORDINATION
110
Fair and just
EQUITY
111
Everything in order of right place and time
ORDER
112
Secure job status
Stability of Tenure
113
Given freedom how to work and make decision
INITIATIVE
114
Upper level or manager lies on decision maminf
CENTRALIZATION
115
Rules and regulation
DISCIPLINE
116
Equal work and pay
Remuneration
117
Unity
Esprit de Corps
118
Respondeat superior
Leader act for subordinate
Command Responsibility
119
Every employee have job description
Principle of Definition
120
Entristing responsibility to others and create accountability
Principle of Delegation
121
Provides learning oppurtunities
Increase power
Delegation
122
5 Rights of Delegation
Person
Task
Supervision
Direction
Circumstance
123
Waste of time
Believe that no one else
Fear of criticism
Need to be perfect
Enjoy personal satisfaction
Gained from doing the work herself
Cause of Underdelegating
124
Do not delegate
• assesment, teaching, evaluation and judgement
delagate
• standard procedures
• stable and predictable
Rules of Delegation
125
Exercise power WITH people rather than OVER
Mary Follet
126
Hawthorne Effect
Special attention
Show concern to subordinates
Elton Mayo
127
Phases of behavior change
Kurt Lewin
128
What needs to be change
Unfreezing
129
Practicing/Doing
Changing
130
Integrating to daily
Refreezing
131
Management by objectives
Peter Drucker
132
2 approach to decision making
Herbet Simon
133
Choosing the best alternative
Optimizing
134
First workable solution
Satisfying
135
Already have power
Traditional Authority
136
Sacred characteristics
Charisma
137
Based on knowledge, skills, ability
Rational Legal Authority
138
Proposed managerial roles
Henry Mintzberg
139
Interpersonal
• figurehead
• leader
• liaison
Gathering info
140
Informational
• monitor
• dissemination
• spokesman
Sharing Info
141
Decision
• entreprenuer
• disturbance handler
• negotiator
• resource allocator
Strategic decision making
142
Company's reason for being
Sense of purpose to employees
Mission
143
Where company aspires to go
Vision
144
Concrete goals that company seek
Challenging but achievable
Measurable
Objectives
145
Devise a strategic plan
Situation analysis
146
Process of using available knowledge to document intended direction
Strategy formulation
147
Specific strategic alternatives are developed
Strategic Formulation
148
Translating jnto detailed policies
Implementation
149
Strategy need to be measure or evaluated to keep plan on track
Control
150
Entails forecasting or setting broad outline of work to be done
Primary process of selecting and relating facts
PLANNING
151
Achievable plan from 6-12
Short term
152
Devised for an exceptional risk
Contingency Plan
153
Plan achieve more than a year
LONG TERM
154
Look into the future and decide in advnace
FORECAST
155
Mental image or power of imagination
Vision
156
Statement identifying reason of organization existence
Purpose or Mission
157
Identify organization consituency and ethics
Purpose or Mission
158
Delineates values and beliefs
Direct all plan
Basis for developing philosophies
Philosophy
159
General and broad and can be one or more
GOAL
160
Specific and concrete action commitements
OBJECTIVE
161
Activities to attain goals
Programs
162
Technique for allocating time
Time management
163
Financial road map
Plan for future and set operating cost
Budget
164
Salary Expense Budget
Cost of direct labor
Personnel Budget
165
Weighted statistical measurement of illness severity
Acuity Index
166
Ratio of RNs
Staffing Mix
167
Annual Budget
Coincides with fiscal year
Second area of expenditure
Operating/Revenue and Expense Budget
168
Reflex response of service volume
Operating/Revenue and Expense Budget
169
Building and mahor equipment with 5-7 life
Capital Budget
170
Broad guidelines for managerial decision
Policies
171
Effective tool for orienting new employees
Manual
172
Consist of policies on admission, discharge, death...
Nursing Service Policy Manual
173
Ensure unity among departments
Interdepartmental Policies
174
Should be available in each unit to familiarize nurses with procedures
Nursing Procedure Manual
