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NURS 4550 > Class 2 - management > Flashcards

Class 2 - management Flashcards

1
Q

Example of what managers do

A
  • organize
  • goal setting
  • motivate
  • communicate
  • budget
  • staffing
  • evaluate
  • seniority
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2
Q

Define managing, according to Marquis & Huston

A

the process of leading and directing all or part of an organization through the deployment and manipulation of resources

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3
Q

Define managing, according to Huber

A

coordination and integration of nursing resources to accomplish nursing care, service goals and objectives

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4
Q

What are the role and functions of management?

A
  • have an assigned position
  • legitimate source of power
  • expected to carry out specific functions, duties, and responsibilities
  • emphasize control, decision-making and foster an environment that promotes goal attainment
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5
Q

Define leading, according to CNA

A
  • an interactive process that provides needed guidance and direction
  • process of engaging and influencing others
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6
Q

What are the top 3 competencies categories for leadership and management?

A
  • personal qualities
  • interpersonal skills
  • thinking skills
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7
Q

what are the top 6 competencies for nurse managers?

A
  • accountability for professional practice
  • verbal communication
  • team-building skills
  • leadership skills
  • conflict resolution
  • knowledge of ethical and legal issues
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8
Q

What are 5 management practices found to be effective when instituting change in complex organizations

A
  • managing the change process actively
  • balancing the tension between efficiency and reliability
  • creating a learning environment
  • creating and sustaining trust
  • involving the workers in the work redesign and the workflow decision making
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9
Q

what are the main management theories?

A
  • scientific management (Taylor)
  • bureaucratic theory (Weber)
  • Human Relations (Organizational Behaviour)
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10
Q

Scientific Management, what is the goal of management?

A

secure maximum prosperity for the employer, coupled with maximum prosperity for each employee

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11
Q

Scientific Management, what are the principles of management?

A
  • use science to determine the best way to do a job
  • match the worker to the job & train them for the job
  • monitor performance & provide training when needed
  • managers plan & train; workers execute the task
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12
Q

Bureaucratic theory, what is the goal of management?

A

organizational structure that is…
- characterized by many rules,
- standardized processes,
- procedures and requirements,
- clear hierarchies
- professional, almost impersonal interactions between employees

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13
Q

Bureaucratic theory, key description

A
  • task specialization
  • hierarchical authority
  • formal selection (based on skills, education, experience)
  • rules & requirements
  • impersonal
  • career orientation
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14
Q

Human Relations theory, description

A

if employee perceive that their work has significance, they are motivated to be more productive and produce higher-quality work

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15
Q

What was found in the Hawthorne Studies?

A

workers increase their output if they believe the manager cares about them

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16
Q

What is the Hawthorne Studies?

A

wanted to see if the environment affected work productivity

17
Q

What are the characteristics of constructive followers?

A
  • self-directed and have initiative
  • proactive
  • supportive commitment
18
Q

What does ‘following’ look like

A
  • active participant in the relationship with the leader
  • engage the leader or manager by contributing to the work that needs to be done
19
Q

What are the qualities of good followers, according to McCallum

A
  • judgment
  • work ethic
  • competence
  • honesty
  • courage
  • discretion
  • loyalty
  • ego management
20
Q

What are the results of poor followership?

A
  • not much gets done/ tasks are not well done
  • poor work ethic
  • bad morale
  • unsatisfied customers
21
Q

Define problem-solving

A
  • gap between current situation and what should be happening
  • recognize that you need to address the situation
22
Q

Define decision-making

A
  • the process within the process of problem-solving
  • choosing between courses of action
23
Q

What influences quality of decision-making?

A
  • individual decision biases
  • heuristics
  • confirmation bias
  • availability bias
  • group decision biases
24
Q

Define individual decision bias

A

error in judgment

25
Q

Define heuristics

A

any approach to problem-solving that employs a practical method that is not guaranteed to be optimal, perfect, or rational

26
Q

Define confirmation bias

A

tendency for people to seek info that reaffirms past experience and to discount info that contradicts past judgment

27
Q

example of when we see confirmation bias

A

CNN vs Fox

28
Q

Define availability bias

A

tendency for people to base their judgment on a preceding and memorable event that is readily recalled rather than complete info on the present situation

29
Q

what makes up group decision biases

A
  • groupthink
  • group invulnerability
30
Q

Define groupthink

A
  • psychological phenomenon that occurs within a group of people in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome.
  • i.e. avoid conflict, get along w/ what everybody thinks
31
Q

define group invulnerability

A

perception of group members that the group cannot be wrong, which can lead the group to make overly optimistic or overly risky decisions

32
Q

Leaders effectively facilitate group decision-making through…

A
  • team development
  • coordination, cooperation, communication
  • team competencies
  • team dynamics
33
Q

What are 3 tools to help group decision-making?

A
  • brainstorming
  • 6 thinking hats
  • SWOT analysis
34
Q

Describe the brainstorming tool

A
  • stimulate creative, spontaneous, and free-flowing thoughts of individuals and teams
  • important for generating novel ideas and focusing attention on specific issues
  • quantity of response is not as important as the quality
35
Q

Describe the 6 thinking hats tool

A
  • used by groups to look at problems laterally from 6 different perspectives
  • each hat represents a different style of parallel thinking or role that a wearer assumes in a group
  • as participants switch from one hat to another, they can examine their own style of thinking and affects on decision making
36
Q

Describe the 6 thinking hats

A
  • black hat: negative, critical
  • blue hat: rational, decisive
  • green hat: creative, innovative
  • red hat: intuitive, emotional
  • yellow hat: positive, optimistic
  • white hat: objective, factual
37
Q

What does SWOT stand for?

A
  • strengths & weaknesses (internal)
  • opportunities & threats (external)
38
Q

Describe the SWOT tool

A
  • study of an organization’s internal strengths + weakness, as well as its external opportunities + threats
  • commonly used in strategic planning or marketing efforts, but can also use by individuals and groups in decision-making

NURS 4550 (13 decks)

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