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NURS 426: Leadership in Nursing > Chapter 12 > Flashcards

Chapter 12 Flashcards

Exam 2

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1
Q

What are the two broad groups of organizational structures?

A
  1. Formal
  2. Informal
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2
Q

Formal Versus Informal Organizational Structure

Formal: What is there an emphasis on?

A

Formal: the emphasis is on organizational positions and formal power

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3
Q

Formal Versus Informal Organizational Structure

Formal: What does it provide a framework for?

A

Provides a framework for defining managerial authority, responsibility, and accountability

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4
Q

Formal Versus Informal Organizational Structure

Formal: What is an example of a formal organizational structure?

A

Nurse manager report to supervisor –> director of nursing –> chief executive officer. (it’s a linear up and down line)

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5
Q

Formal Versus Informal Organizational Structure

Informal: What is the focus on?

A

the focus is on the employees, their relationships, and the informal power that is inherent within those relationships

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6
Q

Formal Versus Informal Organizational Structure

Informal: What does it have?

A

Has its own leaders and communication channel (grapevine)

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7
Q

Formal Versus Informal Organizational Structure

Informal: What kind of communication occurs?

A

Grapevine” communication is informal and is difficult to control or stop

This type of communication can involve all types of content (negative OR positive)

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8
Q

Formal Versus Informal Organizational Structure

Informal: What modes of communication occur? What kind of control does the organization have over this mode of communication?

A

Different modes of communication (verbal/electronic)

Organization have no control over it and unable to ban it

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9
Q

Formal Versus Informal Organizational Structure

Informal: How do these types of networks form?

A

generally natural forming social networks of employee.

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10
Q

Organization Chart

What does it outline?

A

Maps lines of decision-making authority

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11
Q

Organization Chart

What does it help people understand?

A

Helps people understand their assignments and those of their coworkers

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12
Q

Organization Chart

What does it help managers and new personnel with?

A

Reveals to managers and new personnel how they fit into the organization

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13
Q

Organization Chart

What does it contribute to?

A

Contributes to sound organizational structure

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14
Q

Organization Chart

What does show?

A

Shows formal lines of communication

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15
Q

Organization Chart

What does not appear on the chart?

A

The informal structure of the organization cannot be discerned from the chart

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16
Q

Organizational Chart:

Who formed the organizational chart?

A

Max Weber

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17
Q

Organizational Chart:

What does the unbroken solid line represent?

A

formal relationship, the lines of communication and the authority and responsibility and accountability.

You are accountable to the person above you.

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18
Q

Organizational Chart:

Dotted line: What does this represent on the organizational chart?

A

certain issues can go straight to supervisor (or whoever you are connected to with the dotted line)

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19
Q

Organizational Chart:

Accountability: What does this mean?

A

internalize; moral responsibility for your actions

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20
Q

Span of Control

What does it refer to?

A

Refers to the number of people directly reporting to any one manager and determines the number of interactions expected of him or her

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21
Q

Span of Control

What can too many or too few people under a manager result in?

A

Too many people reporting to a single manager delays decision making, whereas too few results in an inefficient, top-heavy organization.

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22
Q

Span of Control

What is the ideal span of control? Why is this ideal?

A

Ideal span of control is 15-20 subordinates per supervisor /manager to achieve optimal effectiveness and efficiency

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23
Q

Span of Control

What does it mean if an organization is too top heavy?

A

Org can be too top heavy –> too many in the manger side.

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24
Q

Unity of Command

How is this indicated on an organizational chart?

A

Indicated by the single vertical solid line between positions on the organizational chart

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25
Q

Unity of Command

What best describes this?

A

Best described as one person/one boss in which employees have one manager to whom they report and to whom they are accountable

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26
Q

Unity of Command

What is not present in this form of organization?

A

No horizontal line of reporting.

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27
Q

Centrality: What is it?

A

The extent to which an employee is integrated into the network of interpersonal relationships within the work system

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28
Q

Centrality:

Who has a higher degree of organizational centrality? Why?

A

The middle manager often has a high degree of organizational centrality, because they have a broader view of the organization and communicate in many directions. (upward, downward, lateral, and diagonal)

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29
Q

Levels of Management:

What are the three groups?

A
  1. Top level managers
  2. Middle level managers
  3. First level managers
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30
Q

Levels of Management:

Who makes up the top-level managers?

A

Board of directors

Chief executive officer (CEO)

Chief Financial officer (CFO)

Chief nursing officer(CNO)/Chief nursing executive(CNE)

Administrators

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31
Q

Levels of Management:

Top-level managers: What do they pay attention to?

A

Top-level managers look at the entire organization, coordinating internal and external influences, and generally make decisions with few guidelines or structures.

32
Q

Levels of Management:

Top-level managers: How are they able to make decisions?

A

They have more leeway to make decisions.

33
Q

Levels of Management:

Top-level managers:
Board of Directors- what do they do?

A

The board of director usually have the ultimate decision making for budgetary constraints or direction for the organization.

They make decisions like ‘are we expanding’ ‘are we tightening’

34
Q

Levels of Management:

Top-level managers: CEO- What is there job?

A

job is to disseminate the information regarding budgetary decisions.

35
Q

Levels of Management:

Top-level managers: Chief Nursing Officer/Chief Nursing Executive-

Who do they work under?

A

Work under the CEO.

36
Q

Levels of Management:

Top-level managers: Chief Nursing Officer/Chief Nursing Executive-
What do they do? What are they responsible for?

A

Are part of all decision making processes.

Are responsible for non nursing departments too.

Have supervisory and admin roles.

37
Q

Levels of Management:

Top-level managers: Administrators: What are they considered?

A

All considered middle management

38
Q

Levels of Management:

Top-level managers: Administrators: What do they do?

A

Coordinate the efforts of the of the lower level.

People below them in the hierarchy and all of the conduit between lower and top level managers.

They carry the day to day operations and technical operations.

39
Q

Levels of Management:

Middle-Level Managers include:

A

Nursing supervisors

Nursing directors

Department heads

40
Q

Levels of Management:

Middle-Level Managers: because of their centrality, how do they report?

A

Middle managers because of their centrality, they report up and down and diagonal to other disciplines and across to equals in other departments.

41
Q

Levels of Management:

First-Level Managers include:

A

Team leaders

Charge nurses

Primary care nurses

Case managers

42
Q

Levels of Management:

First-Level Managers include:
Team leaders:

A

either for a day or a project.

43
Q

Levels of Management:

First-Level Managers include: Charge nurse

What do they do? For how long? What are they considered?

A

for a shift; when everyone goes to lunch. People with issues with assignment goes to them for help. Are considered first level managers but its temporary, a shift. They are regular nurses who work on the floor. They will manage for the shift.

44
Q

Levels of Management:

First-Level Managers include:
Primary care nurses/case managers: How are there interactions with patients? Why are they considered leaders?

A

more in direct care with the patients;

day to day needs on the unit level.

The primary care nurse can be a nurse mentor to new nurses.

They are considered a leader because they are in charge of someone else.

45
Q

Types of Organizational Structures include:

A

Line structures (Bureaucratic organizational design)

Ad hoc design

Matrix structures

Service line organization

Flat designs

46
Q

Types of Organizational Structures include:

Which is the most common?

A

Line Structures

Found in most large healthcare facilities.

47
Q

Types of Organizational Structures include:

Which structure is most similar to the Weber theory?

A

Line Structure

48
Q

Types of Organizational Structures include:

Line Structure: How are lines presented? What governs these organizations?

A

Policies and rules govern these orgs rather than individual personalities – similar to weber idea.

49
Q

Types of Organizational Structures include:

Line Structure: In order to be effective, what is needed?

A

In order to be effective we need clear rules, policies.

Everything has to be very clearly defined Know who is in charge= simplicity and efficiency of relationships.

50
Q

Types of Organizational Structures include:

Ad Hoc:

A

organization that exists only for a short period of time.

Used temporarily to facilitate a project completion within a formal line of organization.

51
Q

Types of Organizational Structures include:

Ad Hoc: What kind of approach do they use?

A

Ad hoc structures use a project team or task approach and are usually disbanded after a project is completed.

52
Q

Types of Organizational Structures include:

Ad Hoc: What are the structure’s disadvantages?

A

This structure’s disadvantages are decreased strength in the formal chain of command and decreased employee loyalty to the parent organization.

53
Q

Types of Organizational Structures include:

Matrix structures: What are they designed to focus on?

A

A matrix organization structure is designed to focus on both product and function.

54
Q

Types of Organizational Structures include:

Matrix structures: What is function and product defined as?

A

Function is described as all the tasks required to produce the product, and the product is the end result of the function.

55
Q

Types of Organizational Structures include:

Matrix structures: What are examples of ‘product’ and ‘function’?

A

For example, good patient outcomes are the product, and staff education and adequate staffing may be the functions necessary to produce the outcome.

56
Q

Types of Organizational Structures include:

Matrix structures: How is the chain of command?

A

The matrix organization structure has a formal vertical and horizontal chain of command.

57
Q

Types of Organizational Structures include:

Matrix structures: What are disadvantages?

A

For example, in this structure, decision making can be slow because of the necessity of information sharing, and it can produce confusion and frustration for workers because of its dual-authority hierarchical design.

58
Q

Types of Organizational Structures include:

Service line organizations: How are they similar to the larger organization?

A

they have the same overall goals which are determined by the larger organization.

59
Q

Types of Organizational Structures include:

Service line organizations: What do they have? How do service line orgs work?

A

They have their own budget or goals.

Every part works in silo. Depends on the services being delivered to a group.

60
Q

Types of Organizational Structures include:

Flat designs:

A

Flat organizational designs attempt to remove hierarchical layers by flattening the chain of command and decentralizing the organization.

61
Q

Types of Organizational Structures include:

Flat designs: How many managers or supervisors are involved?

A

Thus, a single manager or supervisor would oversee many subordinates and have a wide span of control

62
Q

Types of Organizational Structures include:

Flat designs: How is decision making?

A

In flattened organizations, there continues to be line authority, but because the organizational structure is flattened, more authority and decision making can occur where the work is being carried out.

63
Q

Organizational Culture

A

The values and behaviors that contribute to the unique social and psychological environment of an organization

64
Q

Organizational Culture

What does it include:

A

A sum total of symbols, values, language, history, formal and informal communication networks, beliefs and the rituals of an organization

65
Q

Organizational Culture

What is it akin to:

A

It’s akin to the personality of the organization and describes “how things are done around here.”

66
Q

Organizational Climate:

A

Refers to employees’ perceptions of their work environment, policies, practices, and procedures.

67
Q

Organizational Climate

What is it akin to:

A

It’s akin to the organization’s “mood” or “atmosphere” and describes “how people feel about the way things are done around

68
Q

Organizational Climate

How is the perception?

A

The perception may be accurate or inaccurate, and people in the same organization may have different perceptions about the same organization.

69
Q

Building a New Culture:

Success in building a new culture requires what?

A

Success in building a new culture often requires new leadership and/or outside analysis.

70
Q

Building a New Culture:

Unit culture that is firmly entrenched, what is needed to bring change?

A

Unit culture that is firmly entrenched – needs new leadership to bring on change

71
Q

Shared Governance Model:

When was it created, what is it an alternative to?

A

Developed in mid 80s as alternative to Weber org culture.

72
Q

Shared Governance Model:

A

Nurses at every level play a role in the decisions that affect nursing activity throughout the system.

73
Q

Shared Governance Model:

What kind of role do Nurse-managers play?

A

Nurse-managers move out of traditional industrial model roles into collegial models, becoming moderators of the service process.

74
Q

Shared Governance Model:

What is created? What are they for?

A

Joint practice committees are developed to assume the power and accountability for decision making

75
Q

Shared Governance Model:

How is communication in this model?

A

professional communication is egalitarian rather than hierarchical.

76
Q

Shared Governance Model:

What is this model usually defined by?

A

Usually defined by a structure of rules or bylaws

NURS 426: Leadership in Nursing (16 decks)

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