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NURS 426: Leadership in Nursing > Chapter 19 > Flashcards

Chapter 19 Flashcards

Exam 3

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1
Q

What impacts all management activities?

A

Communication

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2
Q

How does communication effect management?

A

Communication impacts all management activities and cuts across all phases of the management process.

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3
Q

What often determines success as a leader-manager?

A

The ability to communicate effectively often determines success as a leader-manager.

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4
Q

Internal and External Climate in Communication

What does internal climate include?

A

Includes internal factors such as the values, feelings, temperament, and stress levels of the sender and the receiver

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5
Q

Internal and External Climate in Communication

What does external climate include?

A

Includes external factors such as the weather, temperature, timing, status, power, authority, and the organizational climate itself

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6
Q

Internal and External Climate in Communication:

What would be considered as part of the external climate?

A

The organizational climate and culture would be considered part of the external climate of this communication.

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7
Q

Internal and External Climate in Communication:

What would be considered as part of the internal climate?

A

The sender’s and receiver’s personality and stress levels are components of the internal climate.

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8
Q

Organizational Communication Strategies:

How should communication be?

A

Communication must be clear, simple, and precise.

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9
Q

Organizational Communication Strategies:

Communication must be clear, simple, and precise. What does this mean?

A

Communication must be clear, simple, and precise: this requires the sender to adjust the language as necessary to the target audience.

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10
Q

Organizational Communication Strategies:

How should senders be?

A

Senders should seek feedback whether communication is received.

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11
Q

Organizational Communication Strategies:

How many communication methods should be used?

A

Multiple communication methods should be used.

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12
Q

Organizational Communication Strategies:

What should not be included in communication?

A

Unnecessary information should not be disclosed.

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13
Q

Organizational Communication Strategies:

What increases the likelihood that everyone in the organization who needs to hear the message will actually hear it?

A

Using a variety of communication modes in combination ( for example: in person face to face, via phone call, nonverbal, written, via e-mail) increases the likelihood that everyone in the organization who needs to hear the message will actually hear it.

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14
Q

What are the channels of communication?

A

Upward

Downward

Horizontal

Diagonal

Grapevine

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15
Q

Channels of communication:

Upward

A

From subordinate to superior

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16
Q

Channels of communication:

Downward

A

From superior to subordinate

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17
Q

Channels of communication:

Horizontal

A

From peer to peer

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18
Q

Channels of communication:

Diagonal

A

Between individuals at differing hierarchy levels and job classifications

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19
Q

Channels of communication:

Grapevine

A

Informal, haphazard, and random, usually involving small groups

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20
Q

Channels of Communication #2:

The most informal communication network is often called what?

A

The most informal communication network is often called the grapevine.

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21
Q

Channels of Communication #2:

How does grapevine communication work? Who does it involve?

A

Grapevine communication flows quickly and haphazardly among people at all hierarchical levels and usually involves three or four people at a time.

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22
Q

Channels of Communication #2:

In grapevine communication, what is important to know about the sender?

A

Senders have little accountability for the message, and often, the message becomes distorted as it speeds along.

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23
Q

Channels of Communication #2:

Given the frequency of grapevine communication in all organizations, what must all managers do?

A

Given the frequency of grapevine communication in all organizations, all managers must attempt to better understand how the grapevine works in their own organization and should seek to understand the patterns and contributors of this pattern of communication as well as who is contributing to it.

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24
Q

Channels of Communication #2:

What can’t be done with grapevine communication?

A

It cannot normally be dictated into nonexistence, and the manager should avoid using this form of informal communication because messages can be easily distorted

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25
Q

Communication Modes include:

A

Written

Face-to-face

Telephone

Nonverbal

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26
Q

Types of Communication

A

Passive

Aggressive

Indirectly aggressive (passive–aggressive)

Assertive

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27
Q

Types of Communication:

Assertive communication: What does it allow people to do?

A

Assertive communication allows people to express themselves in direct, honest, and appropriate ways that do not infringe on another’s rights.

28
Q

Types of Communication:

Assertive communication: What is a myth about it?

A

It is a myth that assertiveness is “unfeminine,” offensive, or confrontational

Assertive communication is rude or insensitive.

29
Q

Misconceptions and Myths About Assertiveness

How is all behavior?

A

All behavior is either assertive or passive.

30
Q

Misconceptions and Myths About Assertiveness

Being assertive will: (actually)

A

Increase the odds of getting what you want

Increase your self esteem

31
Q

Misconceptions and Myths About Assertiveness

Being assertive is: myths

A

To be assertive is to be aggressive.

Assertiveness is unfeminine.

32
Q

Misconceptions and Myths About Assertiveness

Being assertive identifies what?

A

Assertive communication effectively identifies and addresses an issue without being rude, insensitive, or passive–aggressive.

33
Q

SBAR

A

Situation

Background

Assessment

Recommendation

34
Q

SBAR:

The “B” in the SBAR tool

A

The “B” in the SBAR tool denotes “background.” This is the stage of the tool where the nurse communicates the clinical context, including the client’s diagnosis.

35
Q

SBAR:

The “A” in the SBAR

A

The “A” in the SBAR or ISBAR model denotes “assessment,” in which the nurse summarizes the client’s condition and states what the problem likely is.

36
Q

Components of a Business Memo

A

Header

Opening, context, and task

Summary, discussion segment

Closing segment, necessary attachments

37
Q

ANA/NCSBN Principles for Social Networking:

Nurses must not what?

A

Nurses must not transmit or place online individually identifiable patient information.

38
Q

ANA/NCSBN Principles for Social Networking:

Nurses must what?

A

Nurses must observe ethically prescribed professional patient–nurse boundaries.

39
Q

ANA/NCSBN Principles for Social Networking:

Nurses should not what?

A

Nurses should understand that patients, colleagues, institutions, and employers may view postings.

40
Q

ANA/NCSBN Principles for Social Networking:

Nurses should take advantage of what?

A

Nurses should take advantage of privacy settings and seek to separate personal and professional information online.

41
Q

ANA/NCSBN Principles for Social Networking:

Nurses should do what?

A

Nurses should bring content that could harm a patient’s privacy, rights, or welfare to the attention of appropriate authorities.

Nurses should participate in developing institutional policies governing online conduct.

42
Q

The ANA has developed principles for social networking that include:

A

participating in the development of institutional policies governing online conduct and nurse–patient boundaries,
separating personal and professional online information, and reporting to authorities when patient welfare has been potentially harmed.

43
Q

ANA/NCSBN Principles for Social Networking

What is there not a absolute prohibition against?

A

There is not an absolute prohibition against the use of social media in a professional setting, but it must adhere to strict guidelines

44
Q

1996 Health Insurance Portability and Accountability Act (HIPAA)

A

Called for protection and privacy of medical information, including any information about a patient, whether oral or recorded in any form or medium, that is created or received by a health-care provider, health plan, public health authority, employer, life insurer, school or university, or health clearing house

45
Q

The Electronic Health Record (EHR) #1

What is it?

A

A longitudinal electronic record of patient health information produced by encounters in one or more care settings

46
Q

The Electronic Health Record (EHR) #1

What is included in this?

A

Included in this information are patient demographics, progress notes, problems, medications, vital signs, past medical history, immunizations, laboratory data, and radiology reports

47
Q

The Electronic Health Record (EHR) #2

A

Rapidly flourishing communication technologies have great potential to increase the efficiency and effectiveness of organizational communication. They also, however, involve inadequate technology and training.

48
Q

The Electronic Health Record (EHR) #2

Rapidly flourishing communication technologies have great potential to increase the efficiency and effectiveness of organizational communication.

A

They also, however, involve inadequate technology and training.

49
Q

The Electronic Health Record (EHR) #2

Rapidly flourishing communication technologies have great potential to increase the efficiency and effectiveness of organizational communication. They also, however, involve inadequate technology and training.

A

and pose increasing challenges to patient confidentiality.

50
Q

Stages of Group Formation

A

Forming

Storming

Norming

Performing

51
Q

Stages of Group Formation

Forming

A

Testing occurs to identify boundaries of interpersonal behaviors, establish dependency relationships with leaders and other members, and determine what is acceptable behavior.

52
Q

Stages of Group Formation

Storming

A

Resistance to group influence is evident as members polarize into subgroups; conflict ensues and members rebel against demands imposed by the leader.

53
Q

Stages of Group Formation

Norming

A

Consensus evolves as group cohesion develops;

conflict and resistance are overcome.

54
Q

Stages of Group Formation

Performing

A

Interpersonal structure focuses on task and its completion;

roles become flexible and functional;

energies are directed to task performance.

55
Q

Stages of Group Formation:

What characterizes the storming stage?

A

Competition and posturing characterize the storming stage.

56
Q

Stages of Group Formation:

What occurs in the norming stage?

A

Agreeing on goals occurs during norming.

57
Q

Stages of Group Formation:

What is accomplished in the performing stage?

A

goals are accomplished during the performing stage.

58
Q

Stages of Group Formation:

What is accomplished in the forming stage?

A

Initial instructions are given during the forming stage.

59
Q

Group Building and Maintenance Roles

A

Encourager

Harmonizer

Compromiser

Gatekeeper

Standard setter

Group commentator

Follower

60
Q

Group Building and Maintenance Roles:

The gatekeeper:

A

The gatekeeper makes sure all voices in the group are heard in order to facilitate and promote participation by all group members.

61
Q

Group Building and Maintenance Roles:

The encourager:

A

Acknowledging and praising each member’s contributions is the role of the encourager.

62
Q

Group Building and Maintenance Roles:

The recorder:

A

The recorder records the group’s process and provides feedback to the group.

63
Q

Group Building and Maintenance Roles:

The harmonizer:

A

The harmonizer mediates, harmonizes, and resolves conflict.

64
Q

Group Building and Maintenance Roles

Standard setter:

A

Standard setter: Expresses or evaluates standards to evaluate group process

65
Q

Group Building and Maintenance Roles

Follower:

A

Follower: Accepts the group’s ideas and listens to discussion and decisions

NURS 426: Leadership in Nursing (16 decks)

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