Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

Advanced Leadership > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

The Communication Process

A

Sender to Message to Receiver

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

Internal climate

A

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

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

external climate

A

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

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

variables that affect organizational communications

A
  • # of levels that need to communicate
  • gender
  • power and status
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

upward

A

subordinate to superior

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

downward

A

superior to subordinate

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

horizontal

A

peer to peer

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

diagonal

A

btw individuals at differing hierarch levels and job classifications

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

grapevine

A

informal, haphazard, and random, usually small groups

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

elements of nonverbal communication

A
  • space
  • env
  • appearance
  • eye contact
  • posture
  • facial expression and timing
  • vocal expresssion
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

GRRRR tool

A

Greeting
Respectful listening
Review
Recommend or request more info
Reward

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

stages of group formation

A

forming, storming, norming, performing

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

SBAR

A

situation
background
assessment
recommendation

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

check-back, read-back, closed-loop communication

A

used to ensure info conveyed by sender is understood by receiver as intended

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

hand-off

A

transfer of info during transitions in care across the continuum

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

CUS

A
  • I am CONCERNED
  • I am UNCOMFORTABLE
  • This is a SAFETY issue
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

feedback is what?

A

brief, clear, and timely; use it to reinforce positive behaviors

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

55/38/7 formula

A

55% nonverbal
38% verbal
7% words only (written)

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

autonomy

A

promote self-determination/freedom of choice

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

beneficence

A

actions one takes should be done in an effort to promote good

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

paternalism

A

one individual assumes the right to make decisions for another

22
Q

justice

A

seek fairness; treats equals equally

23
Q

veracity

A

obligation to tell the truth

24
Q

fidelity

A

need to keep promises

25
confidentiality
keep privileged info private
26
utility
good of the many outweights the wants/needs of the individual
27
MORAL decision
Massage the dilemma Outline options Review criteria and resolve Affirm position and act Look back. Evaluate the decision making
28
Internal whistleblowing
occurs within an organization, reporting up the chain of command
29
external whistleblowing
reporting outside the organization, such as to media or elected official
30
moral indifference
individual questions why morality in practice is even necessary
31
moral uncertainty
individual is unsure which moral principles or values apply and may even include undertainty as to what the moral problem is
32
moral distress
individual knows the right thing to do but organizational constraints make it difficult to take the right course of action
33
deontological
duty-focused normative approach centered on rules from which all action is derived
34
teleological
outcome-focused approach that places emphasis on results and protects the interest of the majority
35
frameworks for ethical decision making
- utilitarianism - duty-based reasoning - rights-based reasoning - intuitionism
36
successful decision makers are:
self aware, courageous, sensitive, energetic, creative
37
Right brain qualities
creativity, intuition, arts, creation, feeling, imagination
38
left brain qualities
analysis, logic, idea, facts, math, training
39
Traditional problem-solving process
- ID problem - gather data - explore alt solutions - evaluate each alternative - select appropriate solution - implement solution - evaluate results
40
management process
- planning - organizing - staffing - directing - controlling
41
leaders
- empowers others; maximize workforce effectiveness - needed to implement the planned change that is part of system improvement
42
managers
- guide, direct, motivate others - intervene when goals are threatened - emphasize control
43
scientific management
uses scientific methods to assess work processes; consists of observation, experimentation, and analysis
44
theory x
authoritarian, repressive style. tight control, no development. produces limited, depressed culture
45
theory y
liberating and developmental. control, achievement, and continuous improvement achieved by enabling, empowering and giving responsibility
46
transactional leader
- focuses on management tasks - directive and results orientated
47
transformational leader
- identifies common values - care taker - long-term vision
48
controlling
performance appraisals, fiscal accountability, QC, legal and ethical control
49
directing
HR management responsibilities (motivating, managing conflict, delegating and communicating)
50
staffing
recruiting, interviewing, hiring, and orientating staff
51
administrative man
- knowledge is fragmented - final choice is satisficing - makes decisions that are good enough - considers multiple alternatives but not all - impossible to accurately predicted future consequences
52
economic man
- makes decisions in rational manner - complete knowledge of the problem or situation - considers all alternatives - the systematic ordering of alternatives - selects maximizing choice

Advanced Leadership (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions