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208 Flashcards

1
Q

Characteristics of leaders

A

Empower others
Maximize workforce effectiveness
Are needed to implement the planned change that is part of system involvement
Often have a variety of roles

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2
Q

Characteristics of managers

A

Guide, direct, motivate others
Intervene when goals are threatened
Emphasize control
Assigned a position

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3
Q

Characteristics of good leaders

A

Envision future & communicate it
Motivate, lead the way
Influence others to accomplish goals, inspire confidence
Take risks, empower others, master change

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4
Q

Characteristics of good managers

A

Coordinate resources & optimize use
Meet organization goals and objectives
Follow rules, plan, organize, control and direct
Use reward and punishment effectively

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5
Q

What is 5 part management process

A

Planning
Organizing
Staffing
Directing
Controlling

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6
Q

What is planning part of management process

A

Encompasses determing philosophy, procedures, rules. Carry out long and short range projections, determing Fiscal course of action and managing planned change

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7
Q

What is organzing part of manager process

A

Est structure to carry out plans, determine most approp type of patient care delivery. grouping activities to meet goals
Working within structure of organization adn understanding and using power and authority appropriately

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8
Q

What is staffing part of manager process

A

Recruting, interveiwing, hiring, orienting staff. Scheduling, staff development, employee socialization, and team building

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9
Q

What is the directing part of manager

A

HR mgmt responsibilities, like motivating, managing conflict, delegating, communicating, facilitating collaboration

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10
Q

What is controling part of manager

A

Performance appraisals, fiscal accountability, quality control, legal and ethical control and processional and collegial control

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11
Q

Manager theory development

Taylor
Weber
Fayol

A

Taylor - Scientific mgmt
Weber - Bureaucratic functions
Fayol - Mgmt organizations

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12
Q

Management Theory Developement

Gulick
Follett
Mayo

A

Gulick - Activites of mgmt
Follett - participative mgmt
Mayo - Hawthorne effect

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13
Q

Management theory Developement

McGregor
Argyris

A

McGregor - Theory X and Theory Y
Argyris - Employee participation

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14
Q

Scientific Mgmt - Frederick Taylor

A
  1. Trad means of organizing work must be replaced with scientific methods to promote greatest efficiency
  2. Scientific personnel system workers promoted based on their unique abilities
  3. Workers viewed on how they fit into organization
  4. Relationship between managers and workers cooperative adn interdependent, work shared equally
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15
Q

Bureaucracy - Max Weber

A

Legalized formal authority and consistent rules and regulations for personnel in different positions

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16
Q

Human relations Era
1930-1970

A

attempted to correct short coming of bureaucratic system - failure to include “human element”

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17
Q

Participatory mgmt

A

Managers should have authority with rather than over employees

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18
Q

Hawthorne effect

A

Ppl respond to the fact tha tthey are being studied, attempting to increase whatever they feel will continue to warrant attention

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19
Q

Theory X
Theory Y

A

X - their employees are lazy, need constant supervision and direction and are indifferent to organizational needs

Y - Their workers enjoy their work, self motivated and willing to work hard to meet personal and organizational needs

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20
Q

The great man theory

A

Some ppl are born to lead others born to be led
Also leaders will arise when situation demands

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21
Q

Situational and contingency leadership

A

Should vary according to situation or individuals involved
_no one leadership style is ideal for every situations

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22
Q

Interactional leadership

A

leadership behavior is determined by the relationship between leaders personality and specific situation.

Ppl very complex, motives change, Goals differ in different situations, persons performance affected by ability, expierence and motivation

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23
Q

Transactional leadership

A

Focuses on mgmt taks
Directive and results orientated
Use trade offs to meet goals
Do not identify shared values
Examines causes
Uses contingency reward

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24
Q

Transformational leader

A

Identifies common values
Is a caretaker
Inspires others with vision
Has long term vision
Looks at effects
Empowers others

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25
Q

Full range leadership

A

Leader who could apply principles of 3 at any time: transformational, transactional and laissez-faire.

Evolve and adapt their style based on needs

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26
Q

Kouzes and Posners 5 practices for exemplary leadership

A

-Modeling the way
-Inspiring a shared vision
-Challenging the process
-Enabling others to act
-Encouragin the heart

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27
Q

Full Range leadership

A

Appply principles from different leadership styles an adapt their style as needed

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28
Q

Factors affecting health care trends

A

Growing older population
Healthcare reform
Reduction in health care reimbursmenets
New quality imperative
Innovation and technological advances

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29
Q

COVID 19 impact on health care

A

-Short and long term supply shortages PPE, meds and vaccines
-Struggle to ensure safety and adequate workforce
-Telehealth and virtual care provided

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30
Q

Strenghts based leadership

A

Focuses on positive, empowering an individual strength
Impact on ability to self manage and regulate emotions

31
Q

Appreciative leadership

A

Give apprieciation
Ask what they want to accelarate and grow
Ask Q to inspire

32
Q

Level 5 leadership
Developed by?
Characterized by?

A

Developed by Jim Collins
Characterized by knowledge, team building, help grows achive goals, humility, empowerment through servant leadership

33
Q

5 levels

A
  1. Highly capable individual
  2. Contributing team member
  3. Competent manager
  4. Effective leader
  5. Great leader
34
Q

Focus of Greenleafs servant leadership

A

Focuses on others instead of individal advancement
Promotes collaboration, teamwork, collective activism

35
Q

Principle agent theory

A

Agent (employees) can make decisions on behalf of principle (employer)

Not all followers are inherently motivated to act in best interest of leader/employer

36
Q

Human capital theory

A

Represents capability of individual

When they invest in human capital it affects social capital

37
Q

Socal capital theory

A

Represents what a group can accomplish together

38
Q

Authentic leadership

A

Suggests that in order to lead, leaders must be true to themselves and their values

39
Q

Francesca Ginos 8 principles of Rebel leadership

A
  1. seek out the new
  2. Encourage constructive dissent/disagreement
  3. Open conversations
  4. Reveal yourself and reflect
  5. Learn everything - forget everything
  6. Find freedom in constraints
  7. Lead from trenches
  8. Foster happy accidents / mistakes may unlock a breakthrough
40
Q

Agile leadership

A

Fast, flexible and adaptive decision making
Openness to ideas and innovation
Inclusive and democrative approach

41
Q

Thought leadership

A

Person who is recognized for ideas, product and way of looking at things, risk taking, passion, innovative

42
Q

Quatum leadership

A

New theory
Context in which people work is complex and dynamic and has direct impant on organizational producitivity

Leader aknowledges that environment is complex and dynamic

43
Q

What is decision making?

A

A complex, cognitive process of choosing a particular course of action; thought process of selecting a logical choice from available options

44
Q

What is problem solving?

A

Part of decision making; systematic process of focusing on analyzing a diffult situation involving higher order reasoning and eval

Find root of problem/ cause

45
Q

Define critical thinking

A

Mental process of conceptualizing, applying, analyzing, synthesizing and evaluating info

46
Q

Clinical reasoning

A

Integrating different types of knowledge and weigh evidence, reflect on process used to arrive at diagnosis

47
Q

Elastic thinking

A

Type of creative thinking

Starting from sensory input, then building perseption, rely on data and not assumption

Details to the whole

48
Q

Experiential learning

A

Mock life expierences
Promotes whole brain thinking and improved problem solving skills

49
Q

Anchoring bias

A

Depending heavily on initial piece of information for a source of decision making

Make your own judgement!

50
Q

Traditional problem solving process
7 steps

A
  1. id problem
  2. Gather data and ID cause and conseq
  3. Explore alternative solutions
  4. Evaluate each alternative
  5. Select appropr solution
  6. Implement solution
  7. Eval results
51
Q

Recognition primed decision module

A

People make effective decisions under time, pressure and uncertainty

Act on first impulse / without looking at alternative options

52
Q

Freq errors in decision making

A

No clear goal
Faulty data gathering
Failure to use factual evidence
Refusal to act
Too much time identifying problem

53
Q

Quadrants of brain hemispheres

A

Upper left - analytical thinkers, work with factual data, logic
**Lower left **- highly organized, detailed oriented, value safety vs risk taking
**Upper right **- big picture, hidden possibilities, futuristic thinking, take risk
**Lower right **- Facts and problem solving via emotional, interpersonal aspect, sympathetic, empathetic

54
Q

Economic man

A

Makes decision in rational manner
Complete knowledge of problem
Considers all alternatives
Systematic ordering of alternatives

55
Q

Administrative man

A

Knowledge is fragmented
Considers multiple alternatives but not all
Makes decisions that are good enough
makes decisions just to satisfy and move on

56
Q

Legal
VS
Ethical

A

Legal is practicing within the law
Ethical is practicing within what is right

57
Q

Moral indifference

A

Individual questions why morality in practice is even necessary

58
Q

MOral uncertainty

A

Unsure which moral principle apply and unsure what the moral problem is

59
Q

Moral distress

A

Knows what is right but orgnaziational constraints make it difficult to take right action

60
Q

Moral outrage

A

WHen a person witness an immoral act of another but feels powerless to stop it

61
Q

Ethical dilemma

A

Being forced to make a choice between 2 or more undesirable alternatives

*medical abortion

62
Q

Deontological

A

Duty focused centered on riles from which all action is dervied.

ex. higher based on seniority

63
Q

Teleological

A

Outcome focused approach

Ex. picks based on greatest good for greatest amount of people

64
Q

Intuitionism

A

decision based on case by case basis, determines what is ethically right

65
Q

Autonomy

A

freedom of choice

66
Q

Beneficence

A

action should be done in an effort to promote GOOD

67
Q

Nonmaleficence

A

Do no harm

68
Q

Paternalism

A

assumes right to make decisions for another

69
Q

Justice

A

Seeks fairness
Treats equals equally and unequals according to their differences

70
Q

Veracity

A

Obligation to tell the truth

71
Q

Fidelity

A

Need to keep promises

72
Q

Confidentiality

A

Keep privileged information private

73
Q

Utility

A

The good of the many outweights the wants/needs of individual

74
Q

MORAL
Decision making model

A

M- Massage dilemma
O - oultine options
R - review criteria and resolve
A - affirm position and act
L - Look back and evaluate

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