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1
Q

Sole Proprietor - Type of Business

A

one individual owner

* Can be incorporated for sake of legal protection *

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2
Q

Partnership - Type of Business

A

2 or more individuals as owners.
General or limited.
General - all partners share equally and have full management responsibility
Limited - one or more partners’ terms are limited (someone invests limited $ in business does not have full management responsibility)
** can be incorporated for sake of legal protection **

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3
Q

Corporation - type of business

A

main purpose is legal protection

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4
Q

Unity of Command

A

each subordinate is accountable to only one superior - clearly defined expectations

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5
Q

Traditional Functions of Management - P - O - S - L - C - C
CCP-SOL

A

Plan: Decide in advance what to do / how/ when/ who
Organize: intentional structure of roles, all tasks necessary to accomplish goal
Staff: fill positions and keep filled
Lead: influence people so they are willing/enthusiastic to work and achieve
Control: measure and correct activities of subordinates to ensure conformance to plans
Coordinate: Achieve harmony of individual efforts to achieve intended goals

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6
Q

Fredrick Taylor

A

father of scientific management - late 19th / early 20th century at beginning of industrial age

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7
Q

Scientific Management

A

efficiency. efficiencies were created through the establishment of standards, time-motion studies, task analysis, job simplification, and productivity incentives

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8
Q

Henri Fayol

A

Process Management - champion of management process school following WW1 during Great Depression (early 20th centure into the 1930s)

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9
Q

Process Management and Universal Principles of Management (POCC, AR, SOC, COC)

A

exam whole of the organization. Competency rather than favoritism. Rules to govern practice and adequate compensation. Clear delineation of authority with traditional pyramidal structure. Universal principles of management (span of control, chain of command, accountability, responsibility, planning, organizing, coordination, controlling) defined in this era.

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10
Q

Stephen Covey

A

7 Habits of Highly Effective People -communication as 5th habit - must attempt to understand other party is relaying before trying to be understood.

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11
Q

Managerial Communication Characteristics - 3

A

Upward Communication, Downward, Lateral/Diagonal

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12
Q

6 Key processes in communication

A

thinking, encoding, transmitting signal, perceiving, decoding, understanding

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13
Q

Ability Based Model for Emotional Intelligence

A

Perceiving Emotions, Understanding , Managing and Using

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14
Q

Goerge Mayo and Fritz Roethlisberger

A

Hawthorne Shirt Factory study during 1940s - Human Relations Management - influence of work conditions on employee eficiency and productvity. “Hawthorne Effect” workers preform differently when being watched.

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15
Q

Abraham Maslow & Frederick Herzberg -

A

Behavioral school - behavioral science and management -

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16
Q

MacGregor, Argyris, Likert, Blake , Mouton, Hersey, Fiedler, Blanchard

A

behavioral science and management

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17
Q

Hygiene Factors

A

extrinisic factors/maintenance factors such as company policies. They are necessary

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18
Q

Deming, Juran, Crosby

A

total quality management (TQM) and continuous quality improvement (CQI)

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19
Q

Deming’s 14 points TQM

A

interaction of materials, machines, and people determines productivity, quality and competitive advantage.
14 points: constancy of purpose and strive for long term improvements, adopt new philosphy do not tolerate error, cease dependence on mass inspection build quality into process at front end, long-term relationships, constant improvement, training/retraining and update methods/thinking, leadership and resources, culture of safety, decrease barriers between departments, eliminate slogans, eliminate quotas, allow autonomy, education , take action to transformation.

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20
Q

Walter Shewhart

A

father of statistical quality control (TQM, CQI) and father of moderna quality control. “Control Chart” tool

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21
Q

Peter Senge

A

Systems thinking. 5th Discipline book. TQM / CQI.

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22
Q

Joint Commission adopted TQM and CQI - principles

A

benchmarking, statistical process control, reduction of variation, application of Pareto Principle (vital few rather than the trivial many), plan-do-check-act (PDCA) to achieve improvement, Just Culture, use of teams, focus on meeting customer needs

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23
Q

WW 2 - LPN and CNA

A

RNs called to serve in military leaving workforce shortage - abbreviated schooling created to fill bedside duties - LPNs.

CNAs - learned on job - and over years more formal training programs developed

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24
Q

Conceptual Models - Nursing Theory

A

Borad/abstract

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25
Q

Grand Theories - Nursing Theory

A

broad and abstract - difficult to apply in practice

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26
Q

Middle-Range Theory - Nursing Theory

A

grounded and applicable to practice - used in Magnet organizations

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27
Q

Florence Nightingale - Nursing Theory

A

environmental factors concept fits difinsiion of descriptive theory - addressing effect of environment on health / illness. Also applied statistics to field of healthcare

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28
Q

Peplau, Henderson, Hall, Abdellah, King, Wiedenbach, Rogers - Columbia graduates

A

Masters / Doctoral educators who pioneers design of theory-based curriculm for nursing

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29
Q

Nursing theory definition - from 2003 edition fo Nursing’s Social Policy Statement (ANA)

A

Prevent illnes, alleviate suffering, protect, promotion/restoration of health

Nursing is the prevention of illness; alleviation fo suffering; protection, promotion and restoration of health in care of individuals, families, groups, communities, and populations.

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30
Q

Nursing Practice four essential components

A
  1. attention to full range of human experience
  2. Integration of objecive and subjective phenomena
  3. Application fo scientific knowledge
  4. Provision of care that fosters health and healing
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31
Q

Hildegard Peplau 1952

Phases of nurse/client relationship

A

interactive processes that form bases of nurse-client relationship. Nurse is resource, counselor and surrogate.
Phases
: Orientation, Identification, Explanation and Resolution.

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32
Q

Virginia Henderson - definition of nursing

Role of Nurse :
Substitutive -
Supplementary
Complementary

A

embrace the whole person and defined practice as
assisting the individual in performance of activities contributing to health that he would perform unaided if he had the ability. And to do this to help gain independence as rapidly as possible.

substitutive (doing for),
supplementary (helping)
complementary (working wiht) to help gain independence.

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33
Q

Faye Abdellah 1960
Definition -

Plan of Care 5 Dimensions -

A

Defined: meeting needs of whole person and family. Problem solver and decision maker.

5 dimensions:

  1. Comfort
  2. hygiene and safety
  3. Physiological balance
  4. Psychological and social factors
  5. community and sociological factors
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34
Q

Ida Orlando - nurse response

A

Client behavior, nurse reaction, nurse actions

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35
Q

Myra Levine - 4 Conservation Principles

A

convervation of: client energy, structural integrity, personal integrity, social integrity

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36
Q

Dorothy Johnson - nurses role

A

relieve illness-induced stress so client can regain equilibrium and proceed with recovery.

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37
Q

Martha Rogers 1971

A

self care philosophy - nurse to intervene when client is unable to fulfill their biological, psychological, developmental, or social needs.

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38
Q

Betty Neuman 1972 - perspective , 3 categories of stressors

A

holisitic perspective - humans as part of an “open system” .
intrapersonal (within self),
interpersonal (between persons),
extrapersonal (outside the person i.e. financial stress).

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39
Q

Betty Neuman - Nurses Actions categorized by level

A

Primary - identify risk factors and strengthen defenses
secondary - strength internal defense by identifying priorities and estbalish treatment plan
tertiary - educate to prevent reccurence

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40
Q

Callista Roy adaptation model

Demands to adapt to (

A

people coextensive w/ physical and social environment- nurse is to enahnce well-being of client which enhances well-being of earth.

Demands to be adapted to: physiological needs, developing positive self-concept, performing social roles, achieving balance between dependence and independence

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41
Q

Madeleine Leiningers transcultural theory

A

compares different cultures caring interventions, health values, patterns of behavior. To develop knowledge to derive both culture-specific and universal caring practices.

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42
Q

Jean Watson 1979

A

health promotion, restoration, and prevention - done through science and philosophy

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43
Q

Kathy Kolcaba

theory - term

Internal / External

A

comfort theory - comfort measures -
HSB - Health Seeking Behaviors (internal - immune function, healing) and external (health-related activityies, LOS, readmissions) - relationship between comfort and HSB are clarified in the comfort theory

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44
Q

Nola Pender

A

Health Promotion MOdel of NUrsing - HPLP II tool (52 item Likert scale) 6 domains that assess health promotion activities.
Promotion, Protection, Prevention, Individual characteristics/experiences, behavior specific cognitions and affect, behavioral outcomes

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45
Q

Madelein Leininger and Larry Purnell

A

Theory development on transcultural nursing
Purnell Model for Transcultural Nursing - 12 domains
overview & heritage, communication, family roles/organization, work force issues, biocultural ecology, high-risk health behaviors, nutrition, pregnancy and childbearing practices, death rituals, spirituality, healthcare practices, and healthcare practitioners.

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46
Q

Change Theory - people

A

Maslow, Lewin, Herzberg

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47
Q

Maslow - known for?

A

Hierachy of Needs

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48
Q

Herzberg - known for?

A

Two-factor theory

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49
Q

Lewin - beliefs?

A

Maintain status quo by balancing driving / restraining forced

Change to occur - balance must be disrupted (increase driving or decrease restraining)

50
Q

Lewin - Steps to Change

A

Unfreeze, Movement, Refreeze

51
Q

Unfreeze Stage

A

Gather data, diagnose Problem, decide if need for change, make others aware of need, confirm motivation for change, proceed to movement only after status Quo has been sufficiently disrupted and others perceive need for change.

52
Q

Movement Stage

A

Develop Plan, Goals, Identify area of support and resistance, include all affected, set target date, develop change strategies, implement change, support/encourage others, evaluate and modify

53
Q

Refreezing Stage

A

Integrate change into structure of organization, put support in place to sustain change.

54
Q

Chaos Theory

A

recurring cyclical pattern of disruption, innovation and stablization
Must be able to implement change quickly and forcefully

55
Q

Learning Organization Theory

5 critical elements

A

Senge
HC Orgs are Open Systems - use a learning approach in their interactions and commitment to interdisciplinary collaboration. Goals and constituents must be mutually related to be proactive and timely.
5 Critical Elements - systems thinking, developing personal mastery, building shared vision, developing team learning

56
Q

Everett Rogers

adopter categories

A 
Diffusion of innovation - change
Innovations perceived as having greater advantage and less complex will be adopted more rapidly
Adopter categories can be defined on innovativeness and more/less fall into bell shaped curve . 
Innovators (2.5%) - risk-takers , independent, seek info 
Early Adopters (13.5%) - pioneers translate innovators message - establish momentum 
Early Majority (34%) - adopt new ideas before average member of system but don't seek info on their own
Late Majority (34%) - skeptical and adopt ideas after average member. respond to pressure of peers and change. 
Resistors (16%) - last to adopt. Pay little attention to others opinions. Encourage to take closer look prior to implementing change.
57
Q

Community Needs Assessment

A

CMS mandate - every 3 years - to develop organizations strategic plan.

58
Q

Bounded Reality

A

Herbert Simon - leaders in organizations cant make perfectly rational decisions because of incomplete info about alternatives/consequences, face high complex problems, can’t process all information, lack of time to process info, conflicting goals

59
Q

CLosed Systems

A

assume to occur only in physical sciences (ciruclatory system)

60
Q

Open System

A

interact internally and wtih environment

61
Q

Input

A

composed of elements as staff, clients, materials, financial resources, supplies, equipment

62
Q

Throughput

A

process that is performed to create a product

63
Q

output

A

Product - within HC system may be defined as restored health, dignified death, research, education. etc.

64
Q

Complexity Theory

A

developed from chaos theory. Participants shaping complex organizations in an evolutionary manner.

65
Q

Mission Statement

A

general statement about reason for existence or its PURPOSE. Must be developed prior to goals/objectives/strategies

Comes from org foundations - social/community committment, educational affiliation, who does it serve? scope of services?

Future orientated.

66
Q

Vision Statement

A

describes aspirations or goals to achieve. Must be developed prior to goals/objectives/strategies

67
Q

Vertical Integration (organization structure)

A

provides different but complimentary services among parties involved (affiliate of hospital with health maintenance organization)

68
Q

Horizontal Integration (organization structure)

A

shared or reciprocal services across 2 or more institutions (1 affiliate cardiac and 1 affiliate oncology)

69
Q

Joint Venture

A

1 partner provides needed service while another partner ensures financing

70
Q

Functional Model (org structure)

A

decision making is centralized and cooridnation among groups may be lacking

71
Q

Matrix Structure (org structure)

A

integrates functions and products and by its very nature may violate the unity of commmand principle because those who operate w/in the structure may have complex reporting relationships

72
Q

Shared Governance (org structure)

A

fosters ownership of work to be done by formally involving those who perform it in decisions about structure, performance, staffing and resource allocation.

73
Q

Planning Process Steps

A
  1. Perform assessments
  2. Set goals
  3. Establish objectives (plans)
  4. Determin action

Addres who, why, what, when, where and how to achieve intended objective

74
Q

Strategic Planning

A

defining long-term objectives and set priorities - future orientated timeline - predict activities over several years. capital building plan

75
Q

Assessment

A

Implies determining strengths, weaknesses, opportunities, threats (SWOT). Analyze risks, determine future state, secure resources

76
Q

Goal Setting

A

Several years into future. Consistent with vision/values - well defined -

77
Q

Contingency Planning

A

managing business in the moment and determining proactiveely waht is to be done during unexpected outcomes - contingency planning is the way business operate day-to-day basis

78
Q

Program Planning

A

capacity to execute plan or service.
Programs seleected must match philosophy, financially sound, create profit.
can be mandated or voluntary (mental health services mandates, or voluntary women service health)

79
Q

Functional Nursing

A

Nurse Care Delivery System / Professional Practice Models

divide task among staff “IV nurse, dressing nurse”

80
Q

Team Nursing

A

Nurse Care Delivery System / Professional Practice Models

group fo clients carried out by a team (RN, LPN, CNA, PT) RN team lead

81
Q

Primary Nursing

A

Nurse Care Delivery System / Professional Practice Models
RN full responsibility for group of clients. RN could provide ALL care during shift, or RN has 24/hr accountability for care but associates take care of client adn RN oversees them.

82
Q

Total Client Care

A

xNurse Care Delivery System / Professional Practice Models

RN cares exclusively for one or mslal group fo clients – ICU

83
Q

Relationship-Based Care

A

Nurse Care Delivery System / Professional Practice Models

relationships are established with client - wrok collaboriatively

84
Q

Transforming Care at Bedside

A

Nurse Care Delivery System / Professional Practice Models

empower nurse to improve care delivery/outcomes at bedside by identifying initiatives for quality improvement.

85
Q

Family Centered Care

A

Nurse Care Delivery System / Professional Practice Models

include family in all aspect of care if client permits.

86
Q

Synergy Model of Client Care

A

Nurse Care Delivery System / Professional Practice Models

Preferred modle by AACN (American Association of Critical Care Nurses)

Needs of client at core, match needs to nurse competency, client moves safelty through HC delivery system

87
Q

Ambulatory Care

A

Primary Care, clinics, private offices, federally qualified health centers

88
Q

Home Health … governed by..

A

OASIS (one Acquisition Solution for Integreated Services) Program fo the CMS

89
Q

Case Management

A

RN is palced in position to manage care of group of clinets as they move through continuum of care (inptaient, convalescent setting, to home, to independence)

3rd party payers may use case managers who are responsible for reviewing costs, and employed by insurance providers

Can also be in for diabetes , astham, HF groups. Case/Care management

90
Q

Differentiated Nursing Care

A

Defines specialization (renal nursing, burn unit, ambulatory care)

91
Q

Clinical Pathways

A

Define intended outcomes and provide direction for care.
also – clinical practice guidelines, protocols, critical paths

Can be Prescriptive (do it this way) or descriptive (recommendation)

92
Q

Strategic Sourcing - GPO

A

Group Purchasing Organizations - supply chain and contracted services - -

93
Q

Autocratic Cooperative Culture

A

top-down - decisions made at exec level and announced to workforce - coercion, threats, clear direction of actions -

94
Q

Bureaucractic Culture

A

reliance on rules, regulations, policies, procedures. Personnel compliance with norms can be achieved throguh external motivation through fear of reprisal if rules are broken.

95
Q

Participative Culture

A

input from all levels for decision making.
Employees are internally motivated to achieve goals - personal values same as organization.

Situational Leadership -

96
Q

integrated healthcare system

A

providers agree to accept risk of caring for a particular segment of population for a pre-estbaliahed fee and to provide needed care across the continuum in a cost-effetive manner.
Primary care providers at center of equation - preventive care

97
Q

Vertical Integration

A

(hospitals, medical groups, other delivery systems) brought together under one umbrella w/ shared purpose and unity of control.
Challenges: high overhead and internal power struggles

98
Q

Virtual integration

A

linked contractually - purpose is shared but control remains more or less autonomous.
Challenge - groups may remain committed to being part of system only to extent that the new system is perceived as more advantageous than any other altnerative

99
Q

Centralized Organization

A

typical heirachy - chain of command - top down decisions.

100
Q

Decentralized Organization

A

decisions are pushed down the chain of command - lower-level managers have oportunity to deveop their executive skills - increase job satisifcation

101
Q

Product Line Structure

A

structured by specialization - clear task assignments

102
Q

Functional Product Line

A

surgical oncology, head injury rehab, - functional

103
Q

Divisional Product line

A

cluster products, services, clients, or legal entities in geographically dispersed areas with intent of increasing market share.

possibly critics say duplication fo effort/service may occur with this model -

104
Q

Matrix Organizations

A

combine functional and divisional patterns and assign employees to more than 1 unit. NO unity of command since employees report to more than 1 boss.

Organically happens - due to complex modern workplace
Purposely - created intentionally due to value

105
Q

Ad Hoc Committee

A

Task Force.
Convened for short time for particular purpose.
Usually specified in organization’s bylaws -

106
Q

Board of Director Duties

A

selecting, assessing, rewarding, replacing CEO
determining strategic direction, reviewing financial performance
ensuring activities are ethical, socially responsible, legal

107
Q

Internal Restructuring

A

change in communication channels, reporting relationships, functions of various business units or departments within an organization, or job titles/duties

108
Q

External Restructuring

A

Integrate disparate entities or in presence of mergers or new affiliates.

109
Q

Temporal Access (to care)

A

atch between hours of HC system and relative convenience of hours to people who seek care

110
Q

Descriptive Epidemiology

A

time, place, person

study of prevalance of disease and factors that determine prevelance

111
Q

Analytic Epidemiology

A

agent, host, environment, and then follows descriptive epidemiology

112
Q

Occupancy Approval

A

part of licensing process - state government

113
Q

Architectural Review

A

Initial plan must undergo scrutiny at numerous levels, every change even smalla djustment must be reviewed and approved in advance of construction -

114
Q

Fisher, Ury, Patton 1991 - book

A

Getting ot Yes: Negotiating Agreement without Giving In.

115
Q

Bizony - Principles of Negotiation

A

Treat people as equals, resolve issues on their merits, define issues with definition acceptable to both parties, focus on interests, develop options that meet both parties, apply objective standards to resolving conflicting interests

116
Q

Legitimate Power

A

right to command w/in organization structure or setting based on position held. Employees obligated to comply

117
Q

Reward Power

A

ability to deliver desired rewards or ability to compensate others in some way

118
Q

Coercive Power

A

ability to threaten punishment or penalities - used to apply pressure so that others will meet what is demanded

119
Q

Referent Power

A

individual has charisma that appeal to others resulting in ability to influence without having to offer reward or threaten punishment

120
Q

Expert Power

A

individual has specialized expertise or knowledge that can influence actions of others toward certain outcomes or goals

121
Q

Appreciative Inquiry

A

process in which an organization asks questions of its members in seeking info that can be used to anticipate and identify areas of potential strengths

Appreciative, applicable, provacative, collaborative

122
Q

Appreciative Inquiry 4 Ds

A

discover the best of what is, dream of what might be, designing what should be, creating destiny of waht will be

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