Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Leadership exam 2 > chapter 12 > Flashcards

chapter 12 Flashcards

1
Q

Organizing

A

follows planning as the second phase of the mx process and is explored in this unit. Relationships are defined, procedures are outlined, equipment is readied, and tasks are assigned.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

When is organization formed?

A

When the number of workers is large enough to require a supervisor.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What is the emphasis in an organizations formal structure?

A

organizational positions and formal power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What is the emphasis in informal organization?

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Formal structure verse Informal structure

A

highly planned and visible/ unplanned and often hidden

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Formal structure

A

through departmentalization and work division, provides a frame work for defining managerial authority, responsibility, and accountability

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Organizational structure refers to…..

A

the way a group is formed, its lines of communication, and its means for channeling authority and making decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Informal structure

A

Has its own leaders and communication channels (grapevine)

Naturally forming social network of employees. Based on camaraderie, often result in a more immediate response from individuals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Informal structure communication network

A

The grapevine- the heart of the informal organization. (break room talk, hallways, social media) Communication goes upward, downward, sideways- its hard to stop

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Leadership roles in an organization

A
  1. Evaluate the organizations structure frequently to determine if mx positions should be eliminated to shorten the chain of command
  2. Encourages and guides employees to follow the chain of command and counsels employees who don’t do so
  3. Facilitates constructive informal group structure
  4. Promotes participatory decision making and shared governance to empower subordinates
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Management Functions in an organization

A
  1. Facilitates constructive formal group structure
  2. Provides the staff w/an accurate unit organization chart and assists w/interpretation
  3. Follows appropriate subordinate complaints upward through chain of command
  4. Establishes an appropriate span of control
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Max Weber

A

The father of organizational theory. Wrote from the vantage point of a manager instead of that of a scholar.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

legal-rational authority

A

based on a belief in the legitimacy of the pattern or normative rules and the rights of those elevated to authority under such rules to issue commands

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Webers basic concept of bureaucracy

A

Obedience was owed to the legally established impersonal set of rules rather than to a personal ruler

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Characteristics of bureaucracy

A
  1. its an institutional method for applying general rules to specific cases, making the actions of management fair and predictable
  2. there must be a CLEAR DIVISION OF LABOR
  3. a well defined HIERARCHY OF BEHAVIOR
  4. impersonal rules and IMPERSONALITY OF INTERPERSONAL RELATIONSHIPS. limits opportunity for arbitrary behavior and personal favoritism
  5. a system of rules covering the rights and duties of each position must be in place
  6. selection for employment and promotion is based on technical competence
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Most large organizations have

A

components of bureaucratic structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

What does current research suggest about changing an organizations structure?

A

Changing it in a manner that increases autonomy and work empowerment for nurses will lead to more effective care

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Staff positions

A

can make line personal more effective, but organizations can function without them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Advisory (staff) positions

A

no inherent legitimate authority.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Unity of command

A

concept is best described as one person/one boss. Employee needs to maintain only a minimum number of relationships and accept the influence of only one person as his/her immediate supervisor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Why is unity of command difficult to maintain in some large health-care organizations?

A

The nature of health care requires an inter professional approach

22
Q

Span of control

A

the number of people directly reporting to any one manager represents that managers span of control and determines the number of interactions expected of him or her. There is an inverse relationship b/t the span of control and the number of levels in an organization (i.e, the narrower the span, the greater is the number of levels in an organization)

23
Q

The number of people directly reporting to any one supervisor must..

A

be the number that maximizes productivity and worker satisfaction

24
Q

Flattening the organization

A

With increased financial pressures on health-care organizations to remain fiscally solvent and electronic communication technology advances, many have increased their sons of control and reduced the number of administrative levels in organization

25
Q

Top level managers

A

Look at the organization as a whole, coordination internal and external influences, and generally make decisions with few guidelines or structures. They determine the organizations philosophy, setting policy, and creating goals and priorities for resource allocation. Greater need for leadership skills and not involved in daily operations like lower level managers

26
Q

Middle Level Managers

A

Coordinate the efforts of lower levels of the hierarchy and are the conduit between the lower and top-level managers. Carry out day to day operations and involved in some long-term planning and in est. unit policies. (nurse managers, nurse supervisors, head nurses, unit managers)

27
Q

First Level Managers

A

concerned with specific units work flow- immediate problems, organizational needs, personal employee needs. (primary care nurses, team leaders, case managers, charge nurses)

28
Q

Centrality

A

Refers to the location of a position on an organization chart where frequent and various types of communication occur. Determined by organizational distance. Middle managers have larger degree of centrality because they recieve information upward, downward, and horizontally

29
Q

Authority

A

the official power to act

30
Q

Organization chart limitations

A
  1. organizations change too much
  2. too rigidly define jobs of people working in organization
  3. defines authority, doesn’t define responsibility and accountability
31
Q

Responsibility

A

A duty or an assignment.

32
Q

Accountability

A

similar to responsibility, but it is internalized. Indiv agree to be morally responsible for the consequences of their actions

33
Q

Centralized decision making

A

a few managers at the top of the hierarchy make the decisions and the emphasis is on top-down control. Decision making is fairly rapid

34
Q

Decentralized decision making

A

diffuses the decision making throughout the organization and allows problems to be solved by the lowest practical managerial level. The larger the organization, the greater the need to decentralize decision making

35
Q

Stakeholders

A

those entities in an organization’s env that play a role in the organizations health and performance or that are affected by the organization. May be both internal and external, include individuals and large groups, and may have shared goals or diverse goals

36
Q

Internal/ External stakeholders

A

Internal- nurse in hospital or dietician in nursing home

External- local school of nursing

37
Q

Organizational culture

A

total of an organizations values, language, traditions, customs, and sacred cows- not open to discussion or change

38
Q

Organizational climate

A

how employees perceive an organization- is the view of the organization by individuals, the organizations climate and its culture may differ

39
Q

Subcultures

A

competing value systems. these subcultures shape perceptions, attitudes, and beliefs and influence how their members approach and execute their particular roles and responsibilities.

40
Q

Shared governance

A

One of the most innovative and empowering organization structures, was developed in the mid 1980s as an alternative to the traditional bureaucratic organizational structure

41
Q

Joint practice committees

A

developed to assume the power and accountability for decision making, and professional communication takes on an egalitarian structure

42
Q

What is the stated aim of shared governance?

A

The empowerment of employees within the decision making system. It requires substantial an long-term commitment on the part of the workers and the organization

43
Q

Participatory management

A

Lays foundation for shared governance, but not the same. Implies that others are allowed to participate in decision making over which someone has control

44
Q

Magnet

A

used to denote organizations that were able to attract and retain professional nurses. organizations must create and promote a comprehensive professional practice culture.

45
Q

14 forces of magnetism

A
  1. Quality of nursing leadership
  2. Organizational structure
  3. Management style
  4. Personnel policies and programs
  5. Professional models of care
  6. Quality of care
    7 Quality Improvement
  7. Consultation and resources
  8. Autonomy
  9. Community and the hospital
  10. Nurses as teachers
  11. Image of nursing
  12. Interdisciplinary relationships
  13. Professional development
46
Q

5 key components of empirical modeling

A
  1. transformational leadership
  2. structural empowerment
  3. exemplary professional practice
  4. new knowledge innovation and improvements
  5. empirical quality results
47
Q

How do organizations assist in receiving valuable feedback and important information?

A

Committees communicate upward and downward and encourage participation of interested employees

48
Q

What should always be a goal when assigning members to a committee?

A

Cultural and gender diversity should always be a goal

49
Q

Group think

A

occurs when group members fail to take adequate risks by disagreeing, being challenged, or assessing discussion carefully. Less likely to occur if the manager is actively involved

50
Q

Astute leader managers

A

understand both the structure of the organization in which they work and external stake holders

51
Q

Integrated leader manager

A

goes beyond personal understanding of the larger organizational design. Takes responsibility for ensuring that subordinates also understand the overall organizational structure and the structure at the unit level

Leadership exam 2 (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions