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NCM 119 Lec > Chapter 6 > Flashcards

Chapter 6 Flashcards

1
Q

process of establishing formal authority

A

Organizing

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2
Q

Involves setting up the organizational structure through identification of groupings, roles and
relationships

A

Organizing

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3
Q

Determines the staff needed through developing and maintaining staffing patterns and
distribute them in the various areas as needed.

A

Organizing

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4
Q

Develops job description by defining the qualifications and functions of personnel

A

Organizing

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5
Q

one way which nursing management coordinates the various activities of a
department or a unit so that the staff can get the work done in an orderly fashion

A

Organizing

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6
Q

means having qualified people and the right materials, information and equipment
needed to deal with contingencies.

A

Organizing

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7
Q

Elements of organizing

A

Organizational structure
Staffing
Scheduling
Developing job description

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8
Q

Refers to the process by which a group is formed its channel of authority, span of control and lines of communication

A

Organizational structure

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9
Q

It is the formal structure, the official arrangements of positions or working relationships that will coordinate effort of workers of diverse interest and abilities

A

Organizational structure

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10
Q

Importance of organizational structure

A

It enhances members what their responsibilities are so they may carry them out.
It frees the manager and the individual workers to concentrate on their respective roles and responsibilities
It coordinates all

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11
Q

Is a formal, guided process for integrating the people, information and technology of an Organization.

A

Organizational design

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12
Q

distribution of work assignment among a number of employees.

A

Division of labor

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13
Q

A subordinate should have one and only one supervisor to whom he is directly responsible.

A

Unity of command

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14
Q

line and staff authority, which shows the distribution of power.

A

Authority and responsibility

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15
Q

determines the different level of control.

A

Span of control

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16
Q

environment, technology, knowledge witch deals with task variability/problem.

A

Contingency factors

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17
Q

Characteristics of organizational chart

A

Division of work
Chain of command
Type of work to be performed
Grouping of work segment
Levels of management

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18
Q

Responsible for only a few subordinates, so there is a narrow span of control because of the vertical nature of the structure, there are many levels of communication

A

Tall or centralized structure

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19
Q

Advantages of tall or centralized structure

A

It makes use of expertise, and allow close communication between the workers
Supervisory individual screen the communication

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20
Q

Disadvantages of tall or centralized structure

A

Transpires that the most skilled individuals end up doing nothing while actual task are done by the less capable
Communication from bottom to top is often difficult, and messages do not get to the top
Workers tend to be “BOSS-ORIENTED” because of the close contact with their supervisor

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21
Q

= Refers to an organizational structure with few or no levels of intervention between management and sta

A

FLAT/DECENTALIZED STRUCTURE

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22
Q

Advantage of flat/ decentralized structure

A

Lower likelihood of messages being distorted

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23
Q

Advantage of decentralized or flat structure

A

Workers develop abilities and autonomy and able to see organization as humanistic resulting in greater job satisfaction

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24
Q

Advatage of flat or decentralized structure

A

The principle of “shared governance” produces maximum potential for professional growth

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25
Q

Disadvantages of decentralized or flat structure

A

Supervisor spend less time with each worker
Supervisor may lack expertise in the variety of operations and may end up making inappropriate decisions

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26
Q

each position has general authority over the lower position in the hierarchy. (also known a bureaucratic/pyramidal)

A

Line organization

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27
Q

refers to horizontal relationship rather than vertical

A

Informal organization

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28
Q

purely advisory to the line structure with no authority to put recommendation to action

A

Staff organization

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29
Q

each unit is responsible for a given part of the organizational workload

A

Functional organization

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30
Q

shows that each position has several authority over the lower position of the hierarchy.

A

Line organization

31
Q

Power are concentrated at the top.

A

Line organization

32
Q

Refers to an organizational structure with few or no levels of intervention between management and staff.

A

Flat organization

33
Q

Purely advisory to the line structure with no authority to place recommendations into action.

A

Staff organization

34
Q

Permits a specialist to aid line position within limited and clearly defined scope of authority.

A

Functional organization

35
Q

represent by uninterrupted lines between units, showing who reports to whom.

A

Formal relations

36
Q

represented by a broken or dotted line, where power relationships are coordinated.

A

Informal relations

37
Q

is a line drawing that shows how the parts of an organization are linked.

A

Organizational chart

38
Q

is the process of determining and providing the acceptable number and mix of personnel to produce a desired level of care to meet the patient’s demand

A

Staffing

39
Q

The process of assigning competent people to fill the roles of designated for the organizational structure through recruitment, selection and development.

A

Staffing

40
Q

Factors affecting time requirement of nursing care

A
  • patient’s acuteness of illness
  • degree of dependence
  • communicability of ailment
41
Q

Steps in staffing

A

determine the number and types of personnel needed
- recruitment
- interview
- induct or orient the personnel in organization
- job offer

42
Q

Staffing decisions for all units are made by a central office or computer

A

Centralized staffing

43
Q

Tends to be fairer to employees, because policies are more consistently and impartially

A

Centralized staffing

44
Q

Frees manager to complete other functions

A

Centralized staffing

45
Q
  • Most cost effective, because it maximizes use of human resources organization-wide
A

Centralized staffing

46
Q

Staffing is done at unit level, frequently by unit manager.

A

Decentralized staffing

47
Q

Allows person who knows the individual unit the best to make staffing decisions for that unit.

A

Decentralized staffing

48
Q
  • Allows staff to take request directly to manager, which gives them increased autonomy and flexibility.
A

Decentralized staffing

49
Q

Increases the risk that employee requests may be treated unequally or inconsistently.

A

Decentralized staffing

50
Q

Time consuming for unit manager.

A

Decentralized staffing

51
Q

One nurse is assigned to one patient for totality of care during his or her time on duty.
e.g. Isolation nurse - Nursing student

A

TOTAL CARE/CASE NURSING

52
Q

Task oriented

A

Functional nursing

53
Q

Particular nursing function is assigned to each nurse.

A

Functional nursing

54
Q

Particular nursing function is assigned to each nurse.

A

Functional nursing

55
Q

Time saving

A

Functional nursing

56
Q

Workers learn with mastery
e.g. Medication nurse-Charge nurse-Circulating nurse

A

Functional nursing

57
Q

Nurse is responsible for the total care of a small group of clients from admission to discharge.

A

Primary nursing

58
Q

The team leader assigns patients and task according to job descriptions.

A

Team nursing

59
Q

RN provides direct nursing care with assistance of aides. RN provides leadership, support, instruction

A

Modular method

60
Q

Self care/ minimal care patients

A
  • Capable of carrying activities of daily living (ADL) convalescing, no longer require intensive, moderate, or maximum care.
  • Require diagnosis studies.
  • Minimal therapy.
  • Awaiting elective surgery.
  • Home environment temporarily makes discharge
61
Q

Self care/ minimal care patients

A
  • Capable of carrying activities of daily living (ADL) convalescing, no longer require intensive, moderate, or maximum care.
  • Require diagnosis studies.
  • Minimal therapy.
  • Awaiting elective surgery.
  • Home environment temporarily makes discharge
62
Q

Intermediate/ Moderate Care

A

-Requires some help from the nursing staff with special treatments.
- Given to moderately ill
- Recovery from immediate effects of a serious illness/operation.
- May be ambulatory for short periods (needs assistance).

63
Q

Total care patients

A
  • Those who are bedridden and who lack strength and mobility to do average daily living
  • Needs close attention
  • Requires nurse to initiate, supervise, and perform most of the activities
  • Requires frequent medications
64
Q

Intensive care units

A
  • Those who are critically ill and in constant danger of death or serious injury.
  • Acutely ill patients with high level of nurse dependency.
  • Unstable condition which requires frequent evaluation with adjustment of therapy.
65
Q

Placement of staff

A

PROPER PLACEMENT
- Foster personal growth
- Provides a motivating climate for the employee
- Maximizes productivity
- Organizational goals have better chances of being met

66
Q

Inapproprite

A
  • Frustration
  • Poor quality of work
  • Reduced organizational efficiency
  • Rapid turn-over
  • Poor image for the agency
  • [RA 9173 nurses with master degree are easily placed in position.]
67
Q

A schedule is timetable showing planned work days and shifts for nursing personnel.

A

Scheduling

68
Q

Factors to consider in making schedule

A

Different levels of nursing staff
Adequate coverage for 24hrs., 7days a week
Staggered vacations and holidays
Weekends
Long stretches of consecutive working days
Evening and night shifts
Floating

69
Q

Assessing a scheduling system

A

Ability to cover the needs of the shift.
- Quality to enhance the nursing personnel’s knowledge, training and experience.
- Fairness to the shift.
- Stability
- Flexibility

70
Q

Types of scheduling

A

Centralized scheduling
Decentralized scheduling
Cyclical scheduling
Length of scheduling periods whether 2 or 4 weeks.
Shift rotation
Week-end off
Holiday off
Vacation leave
Special days
Scheduled events in the hospital, training programs or meetings.
Job categories
Continuing professional education (CPE) programs

71
Q

is a statement that sets the duties and responsibilities of a specific job.

A

Job description

72
Q

Content of job description

A
  1. Identifying data
  2. Job summary
  3. Qualification requirements
  4. Job relationships
  5. Specific and actual functions and activities
73
Q

Usage of job description

A

For recruitment and selection of qualified personnel.
To orient new employees to their job.
For job placement, transfer or dismissal.
As an aid in evaluating the performance of an employee.
For budgetary purposes.
For determining departmental functions and relationships to help define the organizational structure.
For classifying levels of nursing functions according to skills level required.
To identify training needs
As basis of staffing
To serve as a channel of communication

NCM 119 Lec (12 decks)

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