L and M Flashcards by Michele Herbert

Q

Critically analyse resource management

A

based on case study and leadership

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Q

Time constraints

A

focus on budget and nurse as human resource

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Q

discussion on

A

Current policy and barriers

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Q

Resource management

A

effective and efficient use of resources

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Q

leaders and managers

A

ensure effective use

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Q

Robbins et al

A

management proactive, get things done

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Q

leader

A

influence and motivate (Kings fund 2011; Northouse 2016)

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Q

Gill (2011)

A

vision of current and future priorities, communicate and motivate

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Q

Good leader

A

tailor approach - situation

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Q

leadership theories

A

ingrained or taught (Northouse 2016)

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Q

inherent trait

A

great people with right skills

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Q

natural emotional intelligence

A

self confidence and determination (Goleman 2000; Northouse 2016)

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Q

Leaders emerge

A

right skills taught and developed

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Q

Combination of

A

Natural ability and gained knowledge

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Q

Matron

A

senior management - quality

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Q

Remit, control budget

A

maximise service, minimise cost

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Q

charge nurse

A

new to ward

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Q

completed leadership course

A

staff morale low

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Q

Ward sickness 8%

A

unfilled vacancies

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Q

staff look to leaders

A

to resolve

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Q

Different approaches

A

to leadership

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Q

Bass and Riggio (2012)

A

transactional - rewards or threats

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Q

Transformational

A

elevate to look beyond self

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Q

relational

A

Wong et al 2013 - fewer adverse effects

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Q

Get to know staff

A

create effective team

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Q

Gills (2011)

A

two polar opposites

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Q

Autocratic dictates

A

dissonant leadership

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Q

negative work environment

A

Boyatzis et al (2005)

Q

Democratic leader

A

shares authority (Gill 2011)

Q

Bolden et al (2013)

A

leaders emerge - accepted by followers

Q

Nurses everyday look to leaders

A

resolve problems for patients

Q

Team in case study

A

nursing and MDT

Q

Team followers

A

maintain ward and patient safety

Q

Jackson and Parry (2008)

A

six types of follower

Q

Recipient

A

passive, wait for instruction - student

Q

Moderator

A

instructing newly qualified

Q

Substitute

A

experienced staff

Q

Constructed

A

problem for new leader

Q

Everyone given chance to lead

A

Share coordinator

Q

Mutual exchange

A

MDT

Q

Complaint, parent, - emergency admittance

A

Acute Lymphoblastic leukaemia - neutrapenic sepsi

Q

IV antibiotics

A

immediate

Q

No oncology beds

A

staffing issues - 2 hour delay

Q

Candour

A

no trained staff

Q

patient unwell

A

incident report not clear

Q

NMC (2015)

A

leadership ensure well being - manage resources

Q

NHS England (2015)

A

staff and skill mix

Q

Ward could not predict patient needs

A

providers have duty (WHO 2000)

Q

Staff/resources

A

greatest benefit, minimise harm

Q

Grint (2005)

A

tame problem - complicated but solveable

Q

long term vacancies

A

chronic understaffing

Q

Agency staff

A

over budget

Q

Tackle - wicked problem

A

no clear solution

Q

Crisis

A

immediate leadership action

Q

NHS

A

reached crisi

Q

Tragic Francis report

A

nhs under scruitny

Q

WHO (2006)

A

difficult to recruit

Q

Fall

A

agency and fewer people training (RCN 2011)

Q

Cummings (2016)

A

9 of 10 commitments - right staff, place and time

Q

NHS period of austerity

A

£22 billion productivity improvements

Q

Generic prescribing

A

Saves £7billion

Q

Over use antibiotics

A

resistance

Q

underuse anticoagulants

A

stroke

Q

Misuse harm

A

second checker

Q

Freeze to staff pay

A

causing tension - strong leadership

Q

Conclusion leadership

A

an art form

Q

effective resource management

A

avert crisis

Q

case study highlight

A

ineffective use of resources

Q

put patient lives at risk

A

immenitent priority to save nhs