Exam 1 WK1 Flashcards
Leaders?
Ability to motivate and inspire others
Power not authority
Cannot be a leader without followers
Putting first thing is first
Managers?
Assinged position by the organization
Planning, organizing, staffing, controlling complexity and cordinating
Achive organization goals
Leadership
What characteristics were most desired?
Caring
Respectability
Trusthworthy
Flexibility
Autocratic Leadership?
Strong control
Decision-making does not involve others
Emphasis is on (“I” and “you”)
Not ideal, high turnover
Work in emergency situation
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)
Laissez-Faire Leadership?
Provides little or no direction
Permissive, with little or no control(leads themselves)
Lasissez=lazy
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
Contingency leadership?
Matching the leadership style to the specific situation.
Leader-member relationship
Task structure
Leader’s power
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!)
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
Transactional leadership
Reward only there if performance is good/DO your job
(punish bad)
Focus only physical needs
Focus on immediate problem
Transformational leadership
Enhances motivation, morale, and performance
Good feel about themselves
hands-on daily
long-term vision
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
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?
Human relation management theory
Hawthrone effect
Individuals perform better when they’re given special attention
(importance of people for productivity-not machines)
What are motivation theories?
Maslow’s Hierarchy
Hertzberg’s Two Factor
McGregor’s X & Y
Equity theory
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
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
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?
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
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
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
