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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
Full range leadership
Leader who could apply principles of 3 at any time: transformational, transactional and laissez-faire. Evolve and adapt their style based on needs
26
Kouzes and Posners 5 practices for exemplary leadership
-Modeling the way -Inspiring a shared vision -Challenging the process -Enabling others to act -Encouragin the heart
27
Full Range leadership
Appply principles from different leadership styles an adapt their style as needed
28
Factors affecting health care trends
Growing older population Healthcare reform Reduction in health care reimbursmenets New quality imperative Innovation and technological advances
29
COVID 19 impact on health care
-Short and long term supply shortages PPE, meds and vaccines -Struggle to ensure safety and adequate workforce -Telehealth and virtual care provided
30
Strenghts based leadership
Focuses on positive, empowering an individual strength Impact on ability to self manage and regulate emotions
31
Appreciative leadership
Give apprieciation Ask what they want to accelarate and grow Ask Q to inspire
32
**Level 5 leadership** Developed by? Characterized by?
Developed by Jim Collins Characterized by knowledge, team building, help grows achive goals, humility, empowerment through servant leadership
33
5 levels
1. Highly capable individual 2. Contributing team member 3. Competent manager 4. Effective leader 5. Great leader
34
Focus of Greenleafs servant leadership
Focuses on others instead of individal advancement Promotes collaboration, teamwork, collective activism
35
Principle agent theory
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
Human capital theory
Represents capability of individual When they invest in human capital it affects social capital
37
Socal capital theory
Represents what a group can accomplish together
38
Authentic leadership
Suggests that in order to lead, leaders must be true to themselves and their values
39
Francesca Ginos 8 principles of Rebel leadership
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
Agile leadership
Fast, flexible and adaptive decision making Openness to ideas and innovation Inclusive and democrative approach
41
Thought leadership
Person who is recognized for ideas, product and way of looking at things, risk taking, passion, innovative
42
Quatum leadership
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
What is decision making?
A complex, cognitive process of choosing a particular course of action; thought process of selecting a logical choice from available options
44
What is problem solving?
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
Define critical thinking
Mental process of conceptualizing, applying, analyzing, synthesizing and evaluating info
46
Clinical reasoning
Integrating different types of knowledge and weigh evidence, reflect on process used to arrive at diagnosis
47
Elastic thinking
Type of creative thinking Starting from sensory input, then building perseption, rely on data and not assumption Details to the whole
48
Experiential learning
Mock life expierences Promotes whole brain thinking and improved problem solving skills
49
Anchoring bias
Depending heavily on initial piece of information for a source of decision making Make your own judgement!
50
Traditional problem solving process 7 steps
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
Recognition primed decision module
People make effective decisions under time, pressure and uncertainty Act on first impulse / without looking at alternative options
52
Freq errors in decision making
No clear goal Faulty data gathering Failure to use factual evidence Refusal to act Too much time identifying problem
53
Quadrants of brain hemispheres
**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
Economic man
Makes decision in rational manner Complete knowledge of problem Considers all alternatives Systematic ordering of alternatives
55
Administrative man
Knowledge is fragmented Considers multiple alternatives but not all Makes decisions that are good enough makes decisions just to satisfy and move on
56
Legal VS Ethical
Legal is practicing within the law Ethical is practicing within what is right
57
Moral indifference
Individual questions why morality in practice is even necessary
58
MOral uncertainty
Unsure which moral principle apply and unsure what the moral problem is
59
Moral distress
Knows what is right but orgnaziational constraints make it difficult to take right action
60
Moral outrage
WHen a person witness an immoral act of another but feels powerless to stop it
61
Ethical dilemma
Being forced to make a choice between 2 or more undesirable alternatives *medical abortion
62
Deontological
**Duty focused** centered on riles from which all action is dervied. ex. higher based on seniority
63
Teleological
Outcome focused approach Ex. picks based on greatest good for greatest amount of people
64
Intuitionism
decision based on case by case basis, determines what is ethically right
65
Autonomy
freedom of choice
66
Beneficence
action should be done in an effort to promote GOOD
67
Nonmaleficence
Do no harm
68
Paternalism
assumes right to make decisions for another
69
Justice
Seeks fairness Treats equals equally and unequals according to their differences
70
Veracity
Obligation to tell the truth
71
Fidelity
Need to keep promises
72
Confidentiality
Keep privileged information private
73
Utility
The good of the many outweights the wants/needs of individual
74
MORAL Decision making model
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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