Test 1 Blueprint Flashcards
(85 cards)
1
Q
The values & behaviors that contribute to the unique social & psychological environment of an organization. (Sacred cows, formal/informal communication networks, rituals)
A
Organizational CULTURE
2
Q
How employees perceive an organization.
May be accurate or inaccurate.
Differs from person to person.
A
Organizational CLIMATE
Remember…climate changes and is different from place to place
3
Q
Top down control…a few make most of the decisions
A
Centralized
4
Q
Decision making is diffused throughout the organization. Problems are solved at the lowest practical level.
A
Decentralized
5
Q
Too many committees
Too many people reporting to a single manager or to little
A
Symptoms of poor organizational structure
6
Q
Alternative to traditional bureaucratic organizational structure
Nurses at every level play a role in decisions that affect nursing
One of the most empowering and innovative org. structures
A
Shared governance
7
Q
Remove hierarchial layers, decentralized organization.
Still has line authority, but flatter structure so decision making can be made where the work is done.
Flat, but still similar to a bureaucracy in some ways.
A
Flattened structure
8
Q
To be productive, committees should have:
- appropriate # of members
- prepared agendas
- clearly outlined tasks
- effective leadership
A
Factors to consider when forming committees
9
Q
When does communication begin?
A
the moment two people are aware of each others’ presence
10
Q
What is the most critical leadership skill and often determines success as a leader-manager?
A
Communication
11
Q
This impacts all management activities and cuts across all phases of the management process
A
Communication
12
Q
Organizations have ____ & ____ communication networks
A
formal & informal
13
Q
Communication must be ____, ____, & ____.
A
clear, simple, & precise
14
Q
Formal, impersonal, unaffected by emotions
A
Information
15
Q
Involves perception & feeling
A
Communication
16
Q
____ communication methods should be used when a message is important
A
Multiple
17
Q
Methods of communication (4)
A
Written
Face-to-face
Telephone
Nonverbal
18
Q
Verbal or nonverbal: which is more reliable?
A
nonverbal
19
Q
4 stages of group formation
A
Forming
Storming
Norming
Performing
20
Q
Which stage of group formation?
- relationships formed
- expectations defined
- directions given
A
Forming
21
Q
Which stage of group formation?
- competition
- establish identities
- comfortable to disagree
- if managed well, can be effective
A
Storming
22
Q
Which stage of group formation?
- establishing rules
- defines work
- may never occur
A
Norming
23
Q
Which stage of group formation?
-work gets done
A
Performing
24
Q
Sequencing of the management process:
A
Planning Organizing Staffing Directing Controlling
25
Sequencing of the mgmt process:
Determine philosophy, goals, objectives, policies, procedures, & rules.
Carry out long & short-range projections.
Determine a fiscal course of action.
Manage planned change.
Planning
26
Sequencing of the mgmt process:
Establish structure to carry out plans, determining best type of pt care delivery, group activities to meet goals.
Working within the structure of the org and understanding & using power and authority appropriately.
Organizing
27
Sequencing of the mgmt process:
Consists of recruiting, interviewing, hiring, and orienting staff.
Scheduling, staff development, employee socialization, & team building.
Staffing
28
Sequencing of the mgmt process:
HR mgmt responsibilities such as motivating, managing conflict, delegating, communicating, & facilitating collaboration
Directing
29
Sequencing of the mgmt process:
Performance appraisals, fiscal accountability, quality control, legal/ethical control, professional & collegial control
Controlling
30
3 Leadership STYLES
Authoritarian
Democratic
Laissez-faire
31
Leadership style:
-well-defined group actions
-predictable, reduced frustration, security
-high productivity
BUT...
-reduced creativity, self-motivation, & autonomy
Authoritarian
32
Behaviors indicative of which leadership style:
- strong control
- motivation by coercion
- direction with commands
- communication flows downward
- decisions by one
- emphasis on difference in status (I & you)
- criticism is punitive
Authoritarian
| Think...military
33
Leadership style:
- promotes autonomy & growth
- creates positive relationships
- especially effective when cooperation & coordination btwn groups necessary
- may be less efficient quantitatively than authoritative
Democratic
34
Behaviors indicative of which leadership style:
- less control
- economic & ego awards for motivation
- direction through suggestions & guidance
- communication flows up & down
- others involved in decisions
- emphasis on we instead of I & you
- constructive criticism
Democratic
35
Leadership style:
- frustrating b/c nondirected leadership
- apathy, disinterest
- productive if group members motivated & self-directed
Laissez-faire
36
Behaviors indicative of which leadership style:
- permissive
- motivates by support when requested
- provides little or no direction
- upward & downward communication between members of group
- disperses decision making throughout the group
- emphasis on the group
- doesn't criticize
Laissez-faire
37
When mgmt pays special attention to workers, productivity increases regardless of working conditions.
People respond to the fact that they are being studied,
Hawthorne effect
38
4 types of leaders
Transformational
Transactional
Interactional
Situational and contingency
39
Characteristics of servant leadership:
THINK OF JESUS
- serve first, leader second
- promotes collaboration, teamwork, and collective activism
- Listens and understands
- Keeps open mind, no judgement
- Deals with ambiguity, paradoxes, and complex issues
- Asks for input from all parties
- Clear on goals
- Thinks before reacting
- Chooses words carefully
- Foresight and intuition
- Sensing r'ships and connections
40
- CLARIFIES unit norms and values to all new employees
- Infuses a TEAM SPIRIT
- Serves as a ROLE MODEL / MENTOR
- Encourages MENTORSHIP between senior and junior employees
- Observes for signs of KNOWLEDGE OR SKILL DEFICIT in employees and intervenes
- Assists employees in developing PERSONAL STRATEGIES
- Sensitive to the needs of a CULTURALLY and ETHNICALLY DIVERSE staff
- Continually promotes aspects of LO to employees
- Utilizes EBP
- ENCOURAGES & SUPPORTS workers in learning
Traits of a leader to build a cooperative and effective team
41
Which type of leader?
- Identifies common values
- Is committed
- Inspires others with vision
- Has long-term vision
- Looks at effects
- Empowers others
Transformational
42
Which type of leader?
- Focuses on management tasks
- Is a caretaker
- Uses trade-offs to meet goals
- Does not identify shared values
- Examines causes
- Uses contingency reward
Transactional
43
Which type of leader?
| - Behavior generally determined by the relationship between the leader's PERSONALITY and the specific SITUATION
Interactional
44
Which type of leader?
- Leadership style should vary according to the situation of the individuals involved
- No one leadership style is ideal for every situation
- The task to be accomplished and the power associated with the leader's position are also variable
Situational and Contingency
45
The attributes of a person which are productive in some economic context, although it is normally measured and conceived of as a private return to the individual as well as a social return
Building human capital
46
States that leaders must work together with subordinates to identify common goals, exploit opportunities, and empower staff to make decisions for organizational productivity to occur
Quantum leadership
47
Refers to the ability to use emotions effectively and is required by leaders/managers in order to enhance their success.
Critical for building a cooperative and effective team.
Emotional intelligence
48
5 components of emotional intelligence:
1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skills
49
Brief statement identifying the reason the organization exists
Mission statement
| "Why were here"
50
What does a mission statement identify?
constituency
| position regarding ethics, principles, and standards of practice
51
Delineates the set of values and beliefs that guide all actions of the organization
Philosophy statement
| "What that's gonna look like"
52
Plans reduced to statements or instructions that direct organizations in their decision making. These comprehensive statements, derived from the organization's philosophy, goals, and objectives, explain how goals will be met and guide the general course and scope of organizational activities
Policies
| "How we're gonna get there...big picture"
53
The step-by-step process
Plans that establish customary or acceptable ways of accomplishing a specific task and delineate a sequence of steps of required action
Procedures
| "How we're gonna get there...step-by-step"
54
Responsibility of the mgr to review and revise policies and procedure statement to keep them current and applicable
Assessing for revisions
| "How we're gonna stay current"
55
What is included in the process of planning and the role of the leader in planning?
- mission statement
- identify purpose
- 3 to 5 year goals
- strategies to meet goals
56
7 parts to the planning hierarchy:
```
Mission
Philosophy
Goals
Objectives
Policies
Procedures
Rules
```
"Matthew Philip, GOP, Personal Record"
57
Proactive planning is:
aka "interactive planning"
- DYNAMIC, adaptive
- Looks to the FUTURE
58
Reactive planning is:
- Occurs AFTER a problem exists
| - Plan to return organization to a previous, more comfortable state
59
Empowerment is a hallmark of _____ leadership.
transformational
60
Empowerment is the _____ of power.
decentralization
61
Empowerment occurs when:
- Leaders COMMUNICATE their vision
- Employees are given OPPORTUNITY to use their talents
- LEARNING, CREATIVITY, and EXPLORATION are encouraged
62
There is a close relationship between time mgmt and _____.
stress
63
Steps in time mgmt:
1. allow time for planning and priorities
2. highest priority task first
3. one task at a time
4. reprioritize often
64
How to handle large tasks...
break down into smaller tasks
| "Eat the elephant one bite at a time"
65
Daily list as a time mgmt tool:
- identify key PRIORITIES of the day
- determine expected LEVEL OF ACHIEVEMENT of prioritized task
- assess the STAFF assigned to work with you
- review the SHORT AND LONG-TERM plans of the unit
- PLAN AHEAD for meetings
- allow TIME TO ASSESS PROGRESS of goal attainment
- TAKE BREAKS and use electronic calendars
66
Strategies mgrs can use to manage time:
- be AUTHENTIC
- favor trusting RELATIONSHIPS
- lifestyle that gives maximal ENERGY
- organized day by BIORHYTHMS
- set few PRIORITIES, stick to them
- SAY NO to things not consistent with set priorities
- set aside time for FOCUSED EFFORT
- look for ways to work BETTER AND FASTER
- build solid PROCESSES
- spot TROUBLE, SOLVE PROBLEMS immediately
- one STEP at a time
- focus on IMPORTANT stuff, drop the crap
67
The use of nursing staff in an acute care setting according to their expertise and qualifications.
Assoc degree nurse, BSN, MSN; each nurse is not the whole of nursing but part of the whole.
Differentiated nursing practice and competency model
68
A combination of a critical pathway and a nursing care plan, which indicates times when nursing interventions should occur.
All healthcare providers follow the care MAP to facilitate expected outcomes.
care multidisciplinary action plans (MAP)
69
If a patient deviates from the normal plan, a _____ is indicated.
variance
70
Oldest mode of organizing pt care.
| Nurses assume total responsibility of pt.
Total patient care
71
Another name for "total patient care" is:
case method
72
Disadvantage of total patient care model
delivery decreases when the nurse is inadequately prepared to provide total care to the patient
73
Evolved as a result of WWII
Uses relatively unskilled workers with training for certain tasks
Care is assigned by task rather than patient
Functional nursing
74
Advantage of functional nursing
efficiency, tasks are completed quickly, little confusion regarding responsibilities
75
Disadvantage of functional nursing
fragmented care, overlooking patient needs
76
Ancillary personnel collaborates in providing care to a group of patients under the direction of a professional nurse
Requires extensive team communication
Allows members to contribute their own special expertise or skills
Team nursing
77
Disadvantage of team nursing
disadvantage associated with improper implementation rather than the philosophy itself
78
Modification of team and primary nursing
Similar to team, but smaller team
Pairs professional nurses with ancillary staff to deliver care to groups of patients
Used frequently during the '80s and '90s
Modular nursing
79
Uses some of the concepts of total patient care
Brings the nurse back to the bedside to provide clinical care
Can succeed with a diverse skill mix just as team nursing or any other model can succeed with an all-RN staff
High job satisfaction
Primary nursing
80
Disadvantage of primary nursing
difficult to implement b/c of the degree of responsibility and autonomy required of the nurse
81
Collaborative process that assesses, plans, implements, coordinates, monitors, and evaluates options and services to meet an individual's health needs through communication and available resources to promote quality, cost-effective outcomes
Coordinates care through an episode of illness
Focus is on individual clients, not populations of clients
Case management
82
Disadvantage of case management nursing model
Some feel that the role of case manager should be reserved for the advance practice nurse or RN with advanced training
83
Critical pathways
standardized predictions of pt's progress for a specific diagnosis or procedure
84
Critical pathways can also be called:
clinical pathways or care pathways
85
5 nursing models of providing pt care
1. Total patient care
2. Functional
3. Team and modular
4. Primary
5. Case managment
