Chaper 10 Challenges of Nursing Management and Leadership Flashcards
Four functions of the manager
Planning (what is to be done)
Organization (how it is to be done)
Directing (who is to do it)
Controlling (when and how it is done)
Traditional Theory of Management
- Highest level of productivity from each worker
- Divides into hierarchies with strong lines of authority and control
- 90% of HCO use this theory today
Behavior Theory (Human Interaction Theory)
- Considers the humanistic side of productivity to maintain stable satisfied work force (labor unions).
- Focuses on the Needs of the employee
Systems Theory
Considers inputs, transformation of the material, outputs and feedback.
Recognized that pts cant be treated as a number of separate parts
Autocratic Manager
-Makes most of the decisions alone without input from staff
Laissez-faire Manager
Permissive, with little direction or control
Allows staff to make decisions
Democratic Manager
People oriented and emphasized effective group functioning
Leadership
Behavior that causes others to respond not because they have to but they want to
Transactional Leadership
focuses on vision, has ability to envision future state and describe it to others so they can see it too.
Holds power and control over followers
-Punishment and reward motivates people
Interactional Leadership
Focus is on development of trust in the relationship
Transformational Leadership
Leader and follower work together to change the organization
Complexity Theory of Leadership
Examines the whole rather than the sum of its parts. “organizations are organic, living systems”
Situational leadership
Leader attempts to function more closely in the situation being addressed.
Legitimate Power
Power connected to a position of authority. Individual has power as a result of his/her position. Ex) Charge Nurse
Reward Power
Linked with Legitimate Power - An individual has the power to provide or withhold rewards.
