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Advanced Leadership > Exam 1 > Flashcards

Exam 1 Flashcards

1
Q

The Communication Process

A

Sender to Message to Receiver

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2
Q

Internal climate

A

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

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3
Q

external climate

A

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

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4
Q

variables that affect organizational communications

A
  • # of levels that need to communicate
  • gender
  • power and status
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5
Q

upward

A

subordinate to superior

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6
Q

downward

A

superior to subordinate

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7
Q

horizontal

A

peer to peer

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8
Q

diagonal

A

btw individuals at differing hierarch levels and job classifications

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9
Q

grapevine

A

informal, haphazard, and random, usually small groups

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10
Q

elements of nonverbal communication

A
  • space
  • env
  • appearance
  • eye contact
  • posture
  • facial expression and timing
  • vocal expresssion
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11
Q

GRRRR tool

A

Greeting
Respectful listening
Review
Recommend or request more info
Reward

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12
Q

stages of group formation

A

forming, storming, norming, performing

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13
Q

SBAR

A

situation
background
assessment
recommendation

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14
Q

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

A

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

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15
Q

hand-off

A

transfer of info during transitions in care across the continuum

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16
Q

CUS

A
  • I am CONCERNED
  • I am UNCOMFORTABLE
  • This is a SAFETY issue
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17
Q

feedback is what?

A

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

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18
Q

55/38/7 formula

A

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

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19
Q

autonomy

A

promote self-determination/freedom of choice

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20
Q

beneficence

A

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

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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
Q

confidentiality

A

keep privileged info private

26
Q

utility

A

good of the many outweights the wants/needs of the individual

27
Q

MORAL decision

A

Massage the dilemma
Outline options
Review criteria and resolve
Affirm position and act
Look back. Evaluate the decision making

28
Q

Internal whistleblowing

A

occurs within an organization, reporting up the chain of command

29
Q

external whistleblowing

A

reporting outside the organization, such as to media or elected official

30
Q

moral indifference

A

individual questions why morality in practice is even necessary

31
Q

moral uncertainty

A

individual is unsure which moral principles or values apply and may even include undertainty as to what the moral problem is

32
Q

moral distress

A

individual knows the right thing to do but organizational constraints make it difficult to take the right course of action

33
Q

deontological

A

duty-focused normative approach centered on rules from which all action is derived

34
Q

teleological

A

outcome-focused approach that places emphasis on results and protects the interest of the majority

35
Q

frameworks for ethical decision making

A
  • utilitarianism
  • duty-based reasoning
  • rights-based reasoning
  • intuitionism
36
Q

successful decision makers are:

A

self aware, courageous, sensitive, energetic, creative

37
Q

Right brain qualities

A

creativity, intuition, arts, creation, feeling, imagination

38
Q

left brain qualities

A

analysis, logic, idea, facts, math, training

39
Q

Traditional problem-solving process

A
  • ID problem
  • gather data
  • explore alt solutions
  • evaluate each alternative
  • select appropriate solution
  • implement solution
  • evaluate results
40
Q

management process

A
  • planning
  • organizing
  • staffing
  • directing
  • controlling
41
Q

leaders

A
  • empowers others; maximize workforce effectiveness
  • needed to implement the planned change that is part of system improvement
42
Q

managers

A
  • guide, direct, motivate others
  • intervene when goals are threatened
  • emphasize control
43
Q

scientific management

A

uses scientific methods to assess work processes; consists of observation, experimentation, and analysis

44
Q

theory x

A

authoritarian, repressive style. tight control, no development. produces limited, depressed culture

45
Q

theory y

A

liberating and developmental. control, achievement, and continuous improvement achieved by enabling, empowering and giving responsibility

46
Q

transactional leader

A
  • focuses on management tasks
  • directive and results orientated
47
Q

transformational leader

A
  • identifies common values
  • care taker
  • long-term vision
48
Q

controlling

A

performance appraisals, fiscal accountability, QC, legal and ethical control

49
Q

directing

A

HR management responsibilities (motivating, managing conflict, delegating and communicating)

50
Q

staffing

A

recruiting, interviewing, hiring, and orientating staff

51
Q

administrative man

A
  • 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
Q

economic man

A
  • 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)

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