RN as a supervisor Flashcards
(39 cards)
1
Q
director
A
- determines mission and vision
- determines where the organization is going
- sets organizational goals
2
Q
manager
A
- deals with groups, priorities
- allocates resources
- planning the support overall
3
Q
supervisor/charge nurse
A
- deals with individuals, scheduling, and tasks
- people will be directly responsible to you
- exists at all levels
4
Q
team leader
A
- reports to charge nurse
- functions as a leader to a small group of employees, usually LVNs, CNAs, and MAs
5
Q
key supervisory function
A
- communication
- feedback
6
Q
bases of power
A
- gender
- positional/organizational
- personal
7
Q
legitimate power
A
- power gained by a title of official position within an organization
- source: position
- positional power
8
Q
reward power
A
- ability to grant favors or reward other with whatever they value
- source: ability to grant favors
- positional power
9
Q
coercive power
A
- based on fear of punishment
- source: fear
- positional power
10
Q
informational power
A
- obtained when people have info that others must have to accomplish their goals
- source: the need for info
- both positional and personal power
11
Q
expert power
A
- having critical knowledge allows a manager to gain power over others who need that knowledge
- source: knowledge and skill
- personal power
12
Q
referent power
A
- people who are well liked and respected
- easily identified with by others
- has desirable resources
- source: association with others
- personal power
13
Q
charismatic power
A
- type of referent power
- uses personal charm to get things done
- has attractive qualities: persuasive, mesmerizing
- source: personal
- personal power
14
Q
connected power
A
- “cool kids”
- positional power
15
Q
consequences of expert power
A
commitment
16
Q
consequences of referent power
A
commitment
17
Q
consequences of legitimate power
A
compliance
18
Q
consequences of reward power
A
compliance
19
Q
consequences of coercive power
A
resistance
20
Q
types of organizational politics
A
- managing impressions
- attacking, blaming
- controlling info: “I thought you knew…”
- forming coalitions: “we agreed that…”
- cultivating networks: “look who I know…”
- creating obligations: “you scratch my back…”
21
Q
controlling political behavior
A
- provide sufficient resources
- introduce clear rules
- free flowing info
- manage change effectively
- remove political norms
- hire low politic employees
- increase opportunities for dialogue
- peer pressure against politics
22
Q
emotional intelligence
A
ability to appropriately express and control your emotions and understand and affect the emotional reaction of others
23
Q
four factors of EI
A
- perceiving emotions
- reasoning with emotions
- understanding emotions
- managing emotions
24
Q
supervisor/charge nurse responsibility
A
- track educational requirements and training of employees
- schedule dates for employee to attend workshop, in service, or training
- notifies nurse manager and/or HR if employee is not in compliance
- may provide counseling to employee
25
anecdotal notes
- written method to document achievements and deficiencies, non-formal notes, usually done in chronological order
- performance appraisal tool
26
competence assessment
- evaluates skills, education, and knowledge the employee has to perform on the job
- performance appraisal tool
27
performance evaluation
- evaluates execution of regular job assignments/tasks, involvement in facility/ward activities, above and beyond achievements with ratings and comments
- often includes employee input on future goals
- performance appraisal tool
28
scales
- a specific list of tasks, job duties, and sometimes personal traits that are graded using a Likert scale
- performance appraisal tool
29
checklist
- a weighted scale for statements of required behavioral job traits
- performance appraisal tool
30
ranking
- rates employee contribution in comparison to other employees in the same setting
- criteria can be quite specific or quite fuzzy
- performance appraisal tool
31
nurse to nurse evaluations
- another employee at your level provides feedback and suggestions on your performance
- peer has a deeper understanding the job role
- difficult to take criticism from peers
32
committee evaluations
- two or more persons review your performance
- receive a variety of viewpoints
- threatening and time consuming
33
halo effect
- one/two aspects of the employee overshadows the remaining appraisal components
- appraisal errors
34
horn effect
- allows a negative aspect to overshadow the overall appraisal
- appraisal errors
35
central tendency
- everything is "competent" or "average"
| - appraisal errors
36
matthew effect
- appraisal results stay the same through out their employment
- past appraisals effect current ones
- appraisal errors
37
compatibility
- lack thereof
| - appraisal errors
38
non-compliance
- manager does not do or is late on completing the performance evaluation
- appraisal errors
39
hypercritical
- too critical
| - appraisal errors
