Exam 1 WK1 Flashcards by Yuko Porter

Leaders?

Ability to motivate and inspire others
Power not authority
Cannot be a leader without followers
Putting first thing is first

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Managers?

Assinged position by the organization
Planning, organizing, staffing, controlling complexity and cordinating
Achive organization goals

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Leadership
What characteristics were most desired?

Caring
Respectability
Trusthworthy
Flexibility

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Autocratic Leadership?

Strong control
Decision-making does not involve others
Emphasis is on (“I” and “you”)
Not ideal, high turnover
Work in emergency situation

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Democratic Leadership?

ideal style
work together toward the outcome
Others are directed through suggestions and guidance
Decision-making involves others Emphasis on “we” rather than I and you
less efficient quantitatively than authoritative leadership(takes time)

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Laissez-Faire Leadership?

Provides little or no direction
Permissive, with little or no control(leads themselves)
Lasissez=lazy

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Situational leadership
(SLT)

ability of a leader to change the behavior of his followers
その時、その時の状況(下記のfactor)によってリダーシップのスタイルを変える
-Task behavir
-Relationship behavior
-Maturity

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Contingency leadership?

Matching the leadership style to the specific situation.
Leader-member relationship
Task structure
Leader’s power

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Emotional intelligence leader

-Self-awareness
-Understand the perspective of others
(think others think, feel others)
-Manages emotion and channels them in a positive direction
(Mood is the matter!)

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a) Charismatic Theory?
b) Ethical Charismatics
c) Unethical Charismatics

a) strong relationship between leader and follower
Loyal followers
Articular a clear vision, based on values
b) provide developmental opportunities
share information
c) Drinking the Kool-Aid
control and manipulate followers
do what is best for themselves
only want positive feedback,
motivate by self-interest

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Transactional leadership

Reward only there if performance is good/DO your job
(punish bad)
Focus only physical needs

Focus on immediate problem

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Transformational leadership

Enhances motivation, morale, and performance
Good feel about themselves
hands-on daily
long-term vision

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Servant Leadership

Thiknk as Mother Theresa
I serve you and add value to you to the extent that you succeed I consider my success
They have the most loyal people around
Why? Because people see beyond the leader’s skill they see the heart

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a) Bureaucracy theory?
b) Taylorisum?

a) Rule and regulation
Big picture
b) Time and motion studies
Find out ONE BEST WAY to reduce amount of the time
Micro approach

How are we organized?
How are we managed?
How do we maximize productivity?

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Human relation management theory
Hawthrone effect

Individuals perform better when they’re given special attention
(importance of people for productivity-not machines)

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What are motivation theories?

Maslow’s Hierarchy
Hertzberg’s Two Factor
McGregor’s X & Y
Equity theory

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a) Hertzberg’s Two Factor?
b) What are hygiene factors?

a) hygiene” and motivation
b) had to there for right way,if not there= demotivated
rewards
working conditions
Improving the motivator inc job satisfaction, improving the hygiene dec job dissatisfaction
Hate you job LESS

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McGergor’s X&Y
a) Theory X
b) Theory Y

a) Autocratic leadership
Controlling/threat
Poor result
b) Positive
Encourage more collaborative
Provide best opportunities

Why does IHI add a fourth component to the Triple Aim?

Additional goal of improving the work life of health care providers.
IHI (Institute for Healthcare Improvement)
Triple Aim is about patients. outcome measures put patients at the center of care.
For many organizations, the fourth aim is attaining(accomplish) joy in work. For others, it’s pursuing health equity.

Six aims

IOM (Insutitute of Medicine)

STEEEP
Safe Avoiding harm
Timely avoiding delay
Effective matching scientific knowledge to the care,avoid over use to not effect
Efficient Avoiding waste, equipment, supplies,
Equitable close gab, race etc
Patient-Centered Care pt should control thier care, giving power

What are 2024 hospital natinal patient safety goals total 7?

Identify pt correctly
Improve staff comminication
Use medication safety
Use aleram safely
Prevetn infection(hand cleaning)
Identify pt safety risk (prevetn suicide)
Prevent mistakes in surgery

Quality Improvement (QI)?

Getting better all the time
Focus on individual Systematic process to improve outcomes
Based on customer needs
Proactive approach
Responsibility of ALL

What is Quality assurance? (compare it to QI)

Maintaining
Focus on intisitutions
Inspection approach
Retrospective
Reactive
Standards met?
Ex. Chart audits (inspect) & variance/incident reports
Responsibility of a few
over the years american healthcare syatem has moved from QA to QI

a) Internal customer b) External customer

a) Direct contact with the pt (Working at UHS as a nurse) Coworkers b) people that pay for and use the products or services Referring physicians Patient Student

Donabedian Model of Quality What are 3 factors?

3 aera of healthcare quality Together cover all area structure Process Outcome

Structure?

All necessary resources that go into providing high-quality care -Staff -Equipment -Time

Process

Interaction between pt and providers -diagnosis -treatment

Outcome

To the end result of care

Standard of care

**Basline of quality carea a pt should receive** legal requirements for nursing practice Should reflect to QI Outcome standards American Nurses Association(ANA) develops

QI basic steps 1-3

1:**Identify the problem** by staff or risk management department 2:**Reviewing the data** find a evidence that the problem exists 3: **line up problem** by Donabedian's framework

QI basic steps 4-6

4: **Notify the chain of command** Seek approval to assemble th e improvement team 5: **Determin the degree of the problem** compared with the established benchmark 6:**Financial asspect** retrun on investment?

QI basic steps 7-the end

7:**Reserach EBP** create an evidance table determine the best interventions to impement to the problem 8:**Rapid testing PDSA of the EBP** Plan,do,study,act 9:**Develop a sustainment plan** QA(checking,cheking,checking)

a) Internal benchemarking b) External benchmarking

a) usingg data from **within** the organization to compare b) Compares what we are doing **against whit others** most common

a) Active error b) Latent error

a) individual's fault amputating the wrong leg making mistakes such as not ensuring the correction b) Organization's fault system design, equipment and supplies

a) Adverse event b) Never event

a) imjury resulting medical intervention not d/t pt's underlying condition patient falls, pressure ulcers, DVT b) should theoretically never happen entirely preventable amputating the wrong limb

Sentinel events

unexpected death or major injury major investigation require unwilling to follow health practices poor communication attitude problem

Failure to rescue

[](http://)a complication of an underlying illness **inability to prevent death** after the development of a complication

Work arounds

shortcut Avoid rules and make the job easier Works temporary but for a long run it will leads negative outcome so **Get the root of the problem**

Culture of safety

A blame free enviroment Staff openly discuss potential error or near miss **Based on prevention, not punishment**

Just culture

Staff are willing to ocme forward with info about errors, so everyone can learn froom mistake No sheme, no blame

Safe Harbor Regulations

Protection Allow to reject certain assignments without fear of retaliation

Root cause analysis