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NURS 426: Leadership in Nursing > Chapter 2Classical Views of Leadership and Management > Flashcards

Chapter 2Classical Views of Leadership and Management Flashcards

Exam 1

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1
Q

Classical Views of Leadership and Management

The need to develop nursing leadership skills has never been greater than it is today. What contemporary factors are driving this need for nursing leadership skills?

A

The increasing complexity of healthcare systems,

changing demographics,

patient-centered care focus,

nursing shortage,

technological advancements,

interprofessional collaboration,

and emphasis on quality improvement and patient safety

are some of the contemporary factors driving the need for nursing leadership skills.

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2
Q

Leadership Versus Management

What does a leader do?

A

Empower others;

maximize workforce effectiveness

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3
Q

Leadership Versus Management

What is a leader needed for?

A

Needed to implement the planned change that is part of system improvement

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4
Q

Leadership Versus Management

Managers: What do they do?

A

Guide, direct, and motivate others

Intervene when goals are threatened

Emphasize control

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5
Q

Leadership Versus Management

Managers:

What are examples of stuff nurse managers do?

A

Nurse Manager:

handle staff scheduling,

ensuring appropriate coverage and skill mix to meet patient needs while considering staff preferences and maintaining a healthy work-life balance.

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6
Q

Leadership Versus Management

Managers: What does a nurse leader do?

A

Nurse Leader : fostering a culture of employee empowerment.

They inspire and motivate nurses to actively participate in quality improvement efforts and ensure that best practices are implemented consistently

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7
Q

The Integrated Leader/Manager

What kind of relationship does leadership and management have?

A

Leadership and management have a symbiotic or synergistic relationship.

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8
Q

The Integrated Leader/Manager

What is needed for organizational success?

A

Both leadership and management skills are needed for organizational success.

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9
Q

Management Process: What does it include?

A

Planning

Organizing

Staffing

Directing

Controlling

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10
Q

Management Process: Planning

What does it involve?

A

Planning involves setting goals, developing strategies, and determining the actions required to achieve those goals

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11
Q

Management Process: Planning

In healthcare management, what does planning include?

A

In healthcare management, planning includes creating strategic plans, operational plans, and establishing policies and procedures.

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12
Q

Management Process: Planning

In healthcare management, what does planning involve?

A

It involves assessing resources, forecasting needs, and allocating resources effectively to meet organizational objectives.

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13
Q

Management Process

Organizing: What does it involve?

A

Organizing involves arranging and structuring resources, tasks, and people to achieve the goals set during the planning phase.

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14
Q

Management Process

Organizing: What does it include?

A

This includes establishing reporting structures, delegating responsibilities, and coordinating activities within the healthcare organization.

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15
Q

Management Process

Organizing: What does it ensure?

A

Organizing ensures that there is a clear division of labor, proper communication channels, and efficient workflows to support the delivery of quality patient care.

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16
Q

Management Process

Staffing: Staffing involves what?

A

Staffing involves acquiring and developing a competent workforce to carry out the work of the healthcare organization

Staffing also involves ensuring appropriate staffing levels, considering workload and patient needs, and maintaining a positive work environment that promotes employee satisfaction and retention.

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17
Q

Management Process

Staffing: What does it include?

A

It includes recruitment, selection, orientation, training, and development of employees.

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18
Q

Management Process:

Directing: What does it focus on?

A

Directing focuses on leading, guiding, and motivating individuals and teams to achieve organizational goals.

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19
Q

Management Process:

Directing: What is included?

A

It includes providing clear expectations, communicating effectively, and fostering a positive work culture.

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20
Q

Management Process:

Directing: What does directing involve?

A

Directing involves effective leadership, supervision, and mentorship to inspire and empower employees to perform at their best and contribute to the overall success of the healthcare organization.

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21
Q

Management Process:

Controlling: What does it involve?

A

Controlling involves monitoring, evaluating, and taking corrective action to ensure that goals are being met and resources are being used effectively.

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22
Q

Management Process:

Controlling: What does it include?

A

It includes monitoring performance, comparing it with established standards or benchmarks, and identifying areas for improvement.

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23
Q

Management Process:

Controlling: What ELSE does it include?

A

Controlling also involves implementing feedback mechanisms, conducting performance evaluations, and making necessary adjustments to ensure quality, efficiency, and compliance with regulations and policies.

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24
Q

What kind of art is leadership considered?

A

Leadership is the art of getting work done through others willingly.

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25
Q

What are leaders doing for the group?

A

Leaders are in the front, moving forward, taking risks, and challenging the status quo.

More stuff slide 6

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26
Q

Who is always assigned a position within an organization?

A

Managers

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27
Q

Why do managers have a legitimate source of power?

A

Have a legitimate source of power due to the delegated authority that accompanies their position

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28
Q

Managers:

What are managers expected to carry out?

A

Are expected to carry out specific functions

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29
Q

Managers:

What do managers emphasize?

A

Emphasize control, decision making, decision analysis, and results out specific functions

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30
Q

Managers:

What do managers manipulate?

A

Manipulate people, the environment, money, time, and other resources to achieve organizational goals

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31
Q

Managers: How do they compare to leaders?

A

Have a greater formal responsibility and accountability for rationality and control than leaders

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32
Q

Managers: Who do they direct?

A

Direct willing and unwilling subordinates

33
Q

Good Leaders and Managers

What are qualities of good leaders:

A

Envision the future

Communicate their visions

Motivate followers

Lead the way

Influence others to accomplish goals

Inspire confidence

Take risks

Empower followers

Master change

34
Q

Good Leaders and Managers

What are qualities of good managers:

A

Coordinate resources

Optimize resource use

Meet organizational goals and objectives

Follow rules

Plan, organize, control, and direct

Use reward and punishment effectively to achieve organizational goals

35
Q

The management process:

What does the CONTROLLING FUNCTION include?

A

The controlling function includes Legal and ethical issues, such as violations of confidentiality.

36
Q

The management process:

What does the organizing include?

A

Organizing includes establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals.

37
Q

The management process:

_________________establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals?

A

Organizing

38
Q

The management process:

___________functions consist of recruiting, interviewing, hiring, and orienting staff.

A

Staffing functions

39
Q

The management process:

___________entails human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration?

A

Directing

40
Q

Organizing:

What is an example of a nurse manager organizing?

A

a nurse manager may organize and coordinate the workflow within a unit or department, ensuring that roles and responsibilities are clear and appropriately delegated.

They establish effective communication channels, assign patient assignments, and arrange equipment and supplies for efficient operations.

41
Q

Staffing:

Who plays a key role in staffing?

A

Nurse managers

42
Q

Management Process:

_______Includes performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control

A

Controlling

43
Q

Management Process:

What is an example of nurse managers controlling?

A

Nurse managers monitor key performance indicators, such as patient satisfaction scores, infection rates, and adherence to clinical protocols.

44
Q

Controlling:

If deviations or areas for improvement are identified, nurse managers do what?

A

If deviations or areas for improvement are identified, nurse managers take appropriate measures, such as providing additional training, implementing quality improvement initiatives, or revising policies and procedures to ensure compliance and continuous improvement.

45
Q

Comparing Industrial and Relationship Age Leadership:

Industrial/scientific/transactional leadership emphasizes what?

A

Industrial/scientific/transactional leadership emphasizes task-oriented management and maintaining stability within an organization, .

It emphasizes structure, efficiency, and adherence to established rules and procedures.

46
Q

Comparing Industrial and Relationship Age Leadership:

What do industrial leaders do?

A

Industrial leaders set clear expectations, establish performance goals, and reward or discipline employees based on their performance.

47
Q

Where is industrial leadership commonly found?

A

Industrial leadership is commonly found in traditional hierarchical organizations and industries where efficiency and productivity are paramount

48
Q

What does relationship leadership/transformational leadership focuses on?

A

relationship leadership/transformational leadership focuses on building strong relationships, inspiring and empowering individuals, and fostering a positive work environment.

49
Q

What does relationship leadership/transformational leadership emphasize?

A

Relationship leadership emphasizes collaboration, open communication, and the creation of a positive and inclusive work environment.

50
Q

What are the types of Management Theory Developments?

A

Taylor—scientific management

Weber—bureaucratic functions

Fayol—management organizations

Gulick—activities of management

Follett—participative management

Mayo—Humanistic Management/Hawthorne effect

McGregor—Theory X and Theory Y

Argyris—employee participation

51
Q

Scientific Management 1900-1930—Frederick Taylor, Henri Fayol, Luther Gulick

What did Fayol’s theory focus on?

A

Fayol’s theory, developed in 1925, focuses on general principles of management.

52
Q

Scientific Management 1900-1930—Frederick Taylor, Henri Fayol, Luther Gulick

What did Fayol identify?

A

He identified 14 principles, including division of work, unity of command, and unity of direction, emphasizing managerial authority and hierarchical structure.

53
Q

Scientific Management 1900-1930—Frederick Taylor, Henri Fayol, Luther Gulick

What did Fayol’s theory highlight?

A

Fayol’s theory highlights functions such as planning, organizing, commanding, coordinating, and controlling as essential managerial tasks.

54
Q

Scientific Management 1900-1930—Frederick Taylor, Henri Fayol, Luther Gulick

What did Gullick’s theory emphasize?

A

Gulick’s theory, introduced in 1937, emphasizes the concept of administrative management.

55
Q

Scientific Management 1900-1930—Frederick Taylor, Henri Fayol, Luther Gulick

What acronym did Gullick introduce?

A

Gulick proposed the acronym “POSDCORB

56
Q

Gulick proposed the acronym “POSDCORB

What does it represent?

A

Gulick proposed the acronym “POSDCORB,” representing the key functions of management:

planning, organizing, staffing, directing, coordinating, reporting, and budgeting.

57
Q

Gulick proposed the acronym “POSDCORB,” representing the key functions of management:

What are they?

A

planning,

organizing,

staffing,

directing,

coordinating,

reporting, and

budgeting.

58
Q

What did Gulick’s theory aim to do?

A

His theory aimed to provide a systematic and efficient approach to public administration, emphasizing specialization and clear lines of authority.

59
Q

Bureaucracy—Max Weber

Developed what kind of framework?

A

Provides a framework for understanding the organization and functioning of bureaucracies.

60
Q

Bureaucracy—Max Weber

According to Weber, what are bureaucracies?

A

According to Weber, bureaucracies are formal organizations

characterized by a hierarchical structure, division of labor, clear roles and responsibilities, and a set of rules and procedures that govern operations.

61
Q

Bureaucracy—Max Weber

According to Weber, bureaucracies are formal organizations characterized by what?

A

hierarchical structure,

division of labor,

clear roles and responsibilities,

and a set of rules and procedures that govern operations.

62
Q

Human Relations Era: When was the first era? What important event happened and when?

A

1930–1970

1935: Social Security was signed into law

63
Q

Human Relations Era:

What is Participatory Management? (What does it emphasize)

A

is a management approach that emphasizes the involvement of employees in decision-making processes and organizational governance.

64
Q

Human Relations Era:

Who advocated for Participatory Management?

A

Mary Parker Follett, a management theorist and social worker, advocated for participatory management in her work published in 1926.

65
Q

Human Relations Era:

Participatory Management: What did Follet believe?

A

Follett believed that employees possess valuable knowledge, expertise, and insights that can contribute to organizational success.

66
Q

Human Relations Era:

Participatory Management: What did Follet argue managers should do?

A

She argued that managers should collaborate with employees, fostering a sense of partnership and shared responsibility

67
Q

Human Relations Era:

Participatory Management: According to Follet, participatory management can lead to what?

A

According to Follett, participatory management can lead to better decision-making, improved employee morale, and increased organizational effectiveness.

68
Q

Human Relations Era:

What is Elton Mayo famous for?

A

Elton Mayo is most famous for his Hawthorne Studies (conducted between 1924 and 1932),

69
Q

Human Relations Era:

Hawthorne Studies (conducted between 1924 and 1932), what did it demonstrate?

A

demonstrated that workers’ productivity increased when they were paid attention to and treated as individuals with social needs.

70
Q

Human Relations Era:

Hawthorne Studies (conducted between 1924 and 1932), Mayo’s findings helped with what?

A

His findings helped shift the focus of management theory to understanding the importance of human behavior in the workplace.

71
Q

Human Relations Era:

Hawthorne Studies (conducted between 1924 and 1932), Mayo emphasized what?

A

He emphasized the value of interpersonal relationships and the social environment of the workplace.

72
Q

What theories emphasized people rather than machines?

A

Participatory management (Mary Parker Follett -1926)

Humanistic management –(Elton Mayo-1924)

73
Q

What were the Hawthorne studies?

A

The Hawthorne studies were a series of experiments conducted at the Western Electric Hawthorne Works in Chicago from the late 1920s to the early 1930s.

74
Q

Hawthorne studies: What did these studies examine?

A

These studies examined the relationship between productivity and work conditions, including lighting, breaks, and incentives.

75
Q

Hawthorne studies: What was an unexpected finding?

A

the researchers unexpectedly found that regardless of the changes made, productivity increased.

76
Q

Hawthorne studies: the researchers unexpectedly found that regardless of the changes made, productivity increased

Why did this happen?

A

This phenomenon was attributed to the influence of social and psychological factors, such as employee morale, group dynamics, and the Hawthorne effect

77
Q

What was the Hawthorne effect?

A

Hawthorne effect (the tendency for individuals to modify their behavior when they know they are being observed).

78
Q

What did the Hawthorne studies highlight the importance of?

A

The Hawthorne studies highlighted the importance of interpersonal relationships, communication, and employee involvement in organizational effectiveness.

79
Q

What is a major point made about the Hawthorne studies?

A

These studies demonstrated that psychological and social factors, such as attention from supervisors and peer relationships, played a more significant role in worker productivity than the physical environment alone.

NURS 426: Leadership in Nursing (8 decks)

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