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NCM 119: LEADERSHIP > FINALS LEC > Flashcards

FINALS LEC Flashcards

1
Q

issuing of assignments, orders,
instructions that permit the worker to know
what is expected of him,

A

DIRECTING

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2
Q

CHARACTERISTICS OF GOOD DIRECTIONS

A

Directions must be clear, concise, consistent
and complete.

person giving directions must speak
distinctly and slowly

Avoid giving too many directions at one
time

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3
Q

ELEMENTS OF DIRECTING

DSCC

A

Delegation
2. Supervision
3. Coordination
4. Communication

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4
Q

the process by which a manager
assigns specific tasks/ duties to workers with
commensurate authority to perform a job.

A

DELEGATION

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5
Q

– the right to decide and command

A

Authority

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6
Q

obligation to do what is asked.

A

Responsibility

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7
Q

responsible/ answerable for
one’s actions.

A

Accountability

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8
Q

BASIC CONCEPT OF DELEGATION

ARA

A

Authority
Responsibility
Accountability

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9
Q

process of getting the work done
through others which is done properly, on
time and within the budget.

A

SUPERVISION

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10
Q

GOOD SUPERVISION FOCUSES ON
DEVELOPMENT OF THE THREE AREAS OF
SKILLS:

CIT

A

Conceptual
Technical
Interpersonal

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11
Q

– enhance knowledge through
adequate information and feedback.

A

Conceptual –

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12
Q

refinement of skills through
in-service trainings and seminars.

A

Technical

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13
Q

develop communication
skills through constant dialogues and
conferences.

A

Interpersonal

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14
Q

unites personnel and service to
a common objective.

A

Coordination

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15
Q

TYPES OF COORDINATION

IIE

A

Intradepartmental
Interdepartmental
Extra-Installation

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16
Q

It is the process whereby a message is
passed from sender to receiver with the
hope that the information exchange will be
understood as the sender intended.

A

COMMUNICATION

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17
Q

ELEMENTS OF COMMUNICATION

SMR

A

Sender
2. Message
3. Receiver

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18
Q

LINES OF COMMUNICATION

DUHo

A

Downward
Upward
Horizontal
Outward

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19
Q

higher to lower level
- Traditional type, from superior to
subordinate

A

Downward

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20
Q

Lower level management to higher
- A form of feedback from subordinate

A

Upward

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21
Q

Between hierarchical levels
- Lateral communication, endorsement,
rounds

A

Horizontal

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22
Q

Deals with info that flows from caregivers
to the patients, their families & relatives,
visitors.

A

Outward

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23
Q

gives the general impression of his
personality and self concept.

A

Personal appearance

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24
Q

should be soft and gentle. It should
not be irritating to the ear

A

Intonation of the voice

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25
Q

friendly smile
establishes immediate rapport with the client
and invites trust and confidence in the nurse.

A

Facial expression

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26
Q

indicate his physical wellness, his
emotions, and attitude towards his clients.

A

Posture and gait -

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27
Q

is a way of caring.

A

Touch

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28
Q

MODES OF COMMUNICATION used by
MANAGERS

W
F
N
T

A

Written communication – electronic mail,
memo
2. Face to face communication – oral, direct
3. Non-verbal communication – facial
expressions, body language
4. Telephone – rapid & allows the receiver to
clarify messages at the time it is given

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29
Q

electronic mail,
memo

A

Written communication

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30
Q

– rapid & allows the receiver to
clarify messages at the time it is given

A

Telephone

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31
Q

A natural, inevitable conditions and often
a pre-requisite to change.

A

CONFLICT

32
Q

LEVELS/SOURCES OF CONFLICT

4 I’s

A

Intrapersonal
● Interpersonal
● Intragroup
● Intergroup

33
Q

Occurs when two or more groups attempt the
same goals and only one group can attain them.

A

COMPETITIVE CONFLICT

34
Q

Takes place in an environment filled with
fear, anger and stress.

A

DISRUPTIVE CONFLICT

35
Q

focus on goals and attempts to meet the needs of
both parties.

A

WIN-WIN RESOLUTION

36
Q

one which neither side wins, the settlement
reached is unsatisfactory to both sides.

A

LOSE-LOSE RESOLUTION

37
Q

this strategy represses rather than settles conflict,
creates situation that the loser left angry and
antagonistic.

A

WIN-LOSE RESOLUTION/DOMINANCE OR
SUPPRESSION

38
Q

conflicting parties give and take on various issues

A

NEGOTIATION

39
Q

Is the process by which managers assures
that the actual expenditures & activities
conform to plan.

A

CONTROLLING

40
Q

4 CHARACTERISTICS OF AN EVALUATION TOOL

A

It should be objective
It should be reliable
It should be valid
It should be sensitive

41
Q

means the ability of the
measured fine line differences among the
criteria being measured.

A

Sensitivity

42
Q

refers to the relevancy of the
measurement to the performance of the
employee.

A

Validity

43
Q

refers to the accuracy or
precision of the tool that if administered twice,
it will produce the same results.

A
  • Reliability
44
Q

means that the evaluation tool
is free from bias.

A

Objectivity

45
Q

continuous flow between measuring,
comparing and action.

A

CONTROL PROCESS

46
Q

4 STEPS IN CONTROL PROCESS

A
  1. Establishing performance’ objectives and
    standard.
  2. Monitor & Measure performance of nursing
    care services and evaluate it against the
    standards through records, reports and
    observations.
  3. Comparing measured performances against
    established objectives and standards.
  4. Taking necessary corrective actions.
47
Q

TECHNIQUES FOR MONITORING AND
MEASURING SERVICE

NQN

A
  1. Nursing Rounds
  2. Quality Assurance
  3. Nursing Audit
48
Q

is essentially the activities & techniques
employed to achieve and maintain the
quality of a product service or processes

A

QUALITY CONTROL

49
Q

4 FOCUS OF QUALITY CONTROL:

A
  1. pt./client/family satisfaction of nursing care
  2. facilities & climate
  3. methods used to deliver nursing care
  4. outcome of nursing care
50
Q

is an on-going
repetitive process w/ the actual frequency
dependent on the type of activity being measured.

A

Measurement of Performance

51
Q

done only twice
a year

A
  • Formal performance appraisal
52
Q

It is a control process in which employees’
performance are evaluated against
standards.

A

PERFORMANCE APPRAISAL

53
Q

4 METHODS OF MEASURING PERFORMANCE

A

INFORMAL APPRAISAL W/C CONSIST OF
FORMAL APPRAISAL
PEER REVIEW
QUALITY CIRCLES

54
Q

INFORMAL APPRAISAL W/C CONSIST OF :

A

a. Incidental observation of work performance
b. Responses made workers during
conferences
c. Noting the interaction of workers with the
clients, their families, visitors & co-workers

55
Q

is accomplished regularly & methodically by
collecting objective facts that can demonstrate the
difference between what was expected & what was
done.

A

FORMAL APPRAISAL

56
Q

the Appraiser writes a paragraph or more
covering the worker’s strengths, weaknesses &
potentials

A

Essay

57
Q

contains compilation of all nursing
performance expected of a worker.

A

Checklists

58
Q

the evaluator ranks the
employees according to how he or she talked w/
respect to certain aspects of performance or
qualifications.

A

Ranking

59
Q

FORMAL APPRAISAL consists of (3)

A

Essay
Checklists
Ranking

60
Q

it includes a series of items representing
the different tasks or activities in the nurse’s job
description or the absence or presence of desired
behavior & the extent to w/c these are possessed.

A

Rating Scales

61
Q

may be to
describe punctuality in reporting for duty such as:
1 – Often times late
2 – Sometimes late
3 – Always reports on time

A

A descriptive graphic rating scale

62
Q

The Evaluator is asked to choose from the
statements that best describe the nurse
being evaluated.

A

Forced Choice Comparison

63
Q

describes the nurses experience w/ a group or a
person or in validating technical skills &
interpersonal relationship.

A

Anecdotal Recording

64
Q

A problem solving process that
systematically assesses the quality of care &
corrects any defect that is observed.

A

QUALITY ASSURANCE

65
Q

3 METHODS OF QUALITY ASSURANCE

A
  1. PATIENT CARE AUDITS
  2. PEER REVIEW
  3. QUALITY CIRCLES
66
Q

a. Concurrent, Open chart or Benedicter
- is one in w/c patient care is observed & evaluated
- a review of the patient charts while the patients are
still confined in the hospital

A
  1. PATIENT CARE AUDITS
67
Q

-is one in w/c patient care is evaluated through:
1. A review of discharged patient’s charts
2. Questionnaire last or interviews conducted
on discharged patient

A

b. Retrospective audits

68
Q

may do patient care audits evaluating
another’s job performance against accepted
standard.

A

PEER REVIEW

69
Q

A group of workers doing similar work
meets regularly, voluntarily, in normal working time,
under the leadership of their supervisor, to identify,
analyze and solve work-related problems & so
recommended should implement the solution
themselves.

A

. QUALITY CIRCLES

70
Q
  • is created & composed of a representative
    form all levels of the nursing staff
A

NURSING AUDIT COMMITTEE

71
Q

CONTROL OF RESOURCES

A
  1. Periodic review
  2. Consumption of supplies & materials
  3. Requisition of/or stocking a large number of
    supplies & materials
  4. Ordering the correct materials
  5. Checking inventory levels
  6. Regular inspection of equipment to prevent
    breakdown and/or to detect needed repair
    (Maintenance report/plan)
72
Q

is regarded as a
constructive & effective means be which
employees take personal responsibility for
their own performance

A

DISCIPLINE

73
Q

Any employee charged for break of the
rules & regulations, policies, norms of conduct shall
be given the corresponding due process

A

DISCIPLINARY ACTION

74
Q

DISCIPLINARY ACTION SHOULD BE
PROGRESSIVE IN NATURE SUCH AS:

A
  1. Counseling & Oral warning
  2. Written warning
  3. Suspension
  4. Dismissal
75
Q

is best given in
private & in an informal atmosphere
⮚ Employee is given a fair chance to air his
side.
⮚ The relevant facts are analyzed & evaluated
against his past performance.

A

. Counseling & Oral warning

76
Q

is the second step in disciplinary action
⮚ it is preceded by an interview similar to oral
warning.
⮚ he is told after the interview that he will be
given a written warning, this includes:

A

Written warning

NCM 119: LEADERSHIP (9 decks)

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