L & M Flashcards
1
Q
The act of influencing and motivating a group of people to act in the same direction towards achieving a common goal.
A
Leadership
2
Q
The process of leading and directing an organization to meet its goals through the use of appropriate resources.
A
Management
3
Q
do not have delegated authority but obtain their power through other means, such as influence
• focus on group process, information gathering, feedback, and empowering others
• have goals that may or may not reflect those of the organization
A
Leadership
4
Q
• legitimate source of power due to the delegated authority
• emphasize control, decision making, decision analysis, and results
greater formal responsibility and accountability for rationality and control than leaders
A
Management
5
Q
_____, the “father of scientific management
A
Frederick W. Taylor
6
Q
Work should be studied scientifically to determine the method of task performance that would yield maximum work output with minimum work expenditure.
A
SCIENTIFIC MANAGEMENT
7
Q
• Theory of Social and Economic Organization advocated Bureaucracy
A
Max Weber (1922)
8
Q
• Need for legalized, formal authority and consistent rules and regulations for personnel in different positions
A
Bureaucracy
9
Q
• (1925), first identified the management functions of planning, organization, command, coordination, and control
A
Henri Fayol
10
Q
(1937) expanded on Fayol’s management functions in his introduction of the “Seven Activities of Management
A
Luther Gulick
11
Q
Seven Activities of Management” -
A
planning, organizing, staffing, directing, coordinating, reporting, and budgeting
12
Q
____ determines philosophy, goals, objectives, policies, procedures, and rules; carrying out long- and short-range projections; determining a fiscal course of action; and managing planned change.
A
Planning
13
Q
______ establishes the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals.
A
Organizing
14
Q
_____ consist of recruiting, interviewing, hiring, and orienting staff. Scheduling, staff development, employee socialization, and team building
A
Staffing
15
Q
_____ consists of motivating, managing conflict, delegating, communicating, and facilitating collaboration
A
Directing
16
Q
_____ functions include performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control.
A
Controlling
17
Q
14 PRINCIPLES OF MANAGEMENT
A
- Division of work: allows specialization.
- Authority: right to command balanced with responsibility and accountability
- Discipline: employees will only obey orders if management play their part by providing good leadership.
- Unity of command: there should only be one boss with no conflicting lines of command.
- Unity of direction: people engaged in the same kind of activities must have the same objectives in a single plan.
- Subordination of individual interest to general interest: the goals of the firms are always paramount.
- Remuneration: payment is an important motivator.
- Centralization or Decentralization: depends on the condition of business and the quality of its personnel.
- Scalar chain/line of authority: refers to the number of levels in the hierarchy.
- Order: both material order (minimizes lost time & useless handling of materials) and social order (organization and selection) are necessary.
- Equity: employees should be treated well to achieve equity.
- Stability of tenure of personnel: job security and career progress are important for employees to work better.
- Initiative: allow personnel to show their initiative, it may be a source of strength for the organization.
- Esprit de corps: management should foster the moral of employees.
18
Q
_____ (1926) was one of the first theorists to suggest participative decision making or participative management.
A
Mary Parker Follett
19
Q
Managers should have authority with, rather than over, employees.
A
participative management
20
Q
______ (1927-1932), look at the relationship between light illumination in the factory and productivity.
A
Elton Mayo and his Harvard associates
21
Q
_____ indicated that people respond to the fact that they are being studied, attempting to increase whatever behavior.
A
Hawthorne effect
22
Q
_____ (1960), X and Theory Y, posited that managerial attitudes about employees can be directly correlated with employee satisfaction.
A
Douglas McGregor
23
Q
Chris Argyris (1964), managerial domination causes workers to become discouraged and passive.
If self-esteem and independence needs are not met, employees will become discouraged and troublesome or may leave the organization.
A
EMPLOYEE PARTICIPATION
24
Q
MANAGEMENT THEORIES
A
THEORIST
Taylor
Weber
Fayol
Gulick
Leprechaun
Mayo
Mcgregor
Argyris
THEORY
Scientific management
Bureaucratic organizations
Management functions
Activities of management
Participative management
Hawthorne effect
Theory X and Y
Employee participation
25
The ______, from Aristotelian philosophy, asserts that some people are born to lead, whereas others are born to be led.
• Great leaders will arise when the situation demands it.
Great Man Theory
26
_____ assume that some people have certain characteristics or personality traits that make them better leaders than others.
Trait Theories
27
____ exhibits the following behaviors:
• Less control is maintained.
• Economic and ego awards are used to motivate.
• Others are directed through suggestions and guidance.
Communication flows up and down.
Decision making involves others.
• Emphasis is on "we" rather than "I" and "you."
Criticism is constructive.
Democratic Leader
28
______ characterized by the following behaviors:
Strong control is maintained over the work group.
Others are motivated by coercion.
Others are directed with commands.
Communication flows downward.
Decision making does not involve others.
Emphasis is on difference in status ("I" and "you").
Criticism is punitive.
Authoritarian Leader
29
_____ characterized by the following behaviors:
• Is permissive, with little or no control.
• Motivates by support when requested by the group.
• Provides little or no direction.
• Uses upward and downward communication between members of the group.
• Disperses decision making throughout the group.
• Places emphasis on the group.
• Does not criticize.
Laissez-faire Leader
30
LEADERSHIP STYLES
Democratic Leader
Authoritarian Leader
Laissez-faire Leader
31
• Fiedler's (1967), __________, suggests that no one leadership style is ideal for every situation.
Interrelationships between the group's leader and its members were most influenced by the manager's ability to be a good leader.
Contingency Approach
32
• Hersey and Blanchard (1977), developed a _________ to leadership.
• Tridimensional leadership effectiveness model predicts which leadership style is most appropriate in each situation on the basis of the level of the followers' maturity.
• As people mature, leadership style becomes less task focused and more relationship oriented.
Situational Approach
33
• Burns (2003), suggest that both leaders and followers have the ability to raise each other to higher levels of motivation and morality.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP
34
There are two primary types of leaders in management.
• The traditional manager, concerned with the day-to-day operations, was termed a transactional leader.
• The manager who is committed, has a vision, and is able to empower others with this vision was termed a transformational leader.
35
Identifies common values
Is a caretaker
Inspires others with vision
Has long-term vision
Looks at effects
Empowers others
TRANSACTIONAL LEADER
36
Focuses on management tasks
Is committed
Uses trade-offs to meet goals
Does not identify shared values
Examines causes
Uses contingency reward
TRANSFORMATIONAL LEADER
37
EXEMPLARY LEADERSHIP
Kouzes and Posner's Five Practices for Exemplary Leadership
1. Modeling the way: Requires value clarification and self- awareness so that behavior is congruent with values.
2. Inspiring a shared vision: Entails visioning which inspires followers to want to participate in goal attainment.
3. Challenging the process: Identifying opportunities and taking action.
4. Enabling others to act: Fostering collaboration, trust, and the sharing of power.
5. Encouraging the heart: Recognize, appreciate, and celebrate followers and the achievement of shared goals.
38
Gardner (1990) asserted that integrated leader-managers possess six distinguishing traits:
1. They think longer term.
2. They look outward, toward the larger organization.
3. They influence others beyond their own group.
4. They emphasize vision, values, and motivation.
5. They are politically astute.
6. They think in terms of change and renewal.
INTEGRATING LEADERSHIP AND MANAGEMENT
39
THEORIST
Aristotle
Lewin and White Fiedler
Hersey and Blanchard
Burns
Gardner
THEORY
Great Man theory
Leadership styles
Contingency leadership
Situational leadership theory
Transactional and transformational leadership
The integrated leader-manager
LEADERSHIP THEORIES
40
____ is defined as the capacity to act or the strength and potency to accomplish something.
The manager who is knowledgeable about the wise use of authority, power, and political strategy is more effective at meeting personal, unit, and organizational goals.
Power
41
TYPES OF POWER
• Reward power is obtained by the ability to grant favors or reward others with whatever they value.
• Punishment or coercive power is based on fear of punishment if manager's expectations are not met.
• Legitimate power is the power gained by a title or official position within an organization.
• Expert power is gained through knowledge, expertise, or experience.
• Referent power is power that a person has because others identify with that leader or with what that leader symbolizes. Charismatic power is distinguished by some from referent power.
• Informational power is obtained when people have information that others must have to accomplish their goals.
42
SWOT
Strengths
Weaknesses
Opportunities
Threats
43
44
FOUR PLANNING MODES
MODES OF PLANNING
Reactive
Inactivism
Preactivism
Interactive or Proactive
45
______ involves trying to estimate how a condition will be in the future.
Takes advantage of input from others, gives sequence in activity, and protects an organization against undesirable changes.
Forecasting
46
_____ examines an organization's purpose, mission, philosophy, and goals in the context of its external environment.
Complex organizational plans that involve a long period (usually 3 to 10 years) are referred to as long- range or strategic plans.
Strategic planning
47
____ are those internal attributes that help an organization to achieve its objectives.
Strengths
48
_____ are those internal attributes that challenge an organization in achieving its objectives
Weaknesses
49
______ are external conditions that promote achievement of organizational objectives.
Opportunities
50
______ are external conditions that challenge or threaten the achievement of organizational objectives.
Threats
51
_____ statements are used to describe future goals or aims of an organization.
It conjures up a picture for all group members of what they want to accomplish together.
An organization will never be greater than the vision that guides it.
Vision
52
The ____ statement is a brief statement identifying the reason that an organization exists.
It identifies the organization's constituency and addresses its position regarding ethics, principles, and standards of practice.
mission
53
The ______ flows from the purpose or mission statement and delineates the set of values and beliefs that guide all actions of the organization.
It is the basic foundation that directs all further planning toward that mission.
The organizational philosophy provides the basis for developing nursing philosophies at the unit level and for nursing service as a whole.
philosophy
54
_____ are the ends toward which the organization is working.
Objectives are similar to goals in that they motivate people to a specific end and are explicit, measurable, observable or retrievable, and obtainable.
Goals and objectives
55
____ are plans reduced to statements or instructions that direct organizations in their decision making.
These explain how goals will be met and guide the general course and scope of organizational activities.
Policies
56
Policies also can be implied or expressed:
Implied policies, neither written nor expressed verbally, have usually developed over time and follow a precedent.
For example, a hospital may have an implied policy that employees should be encouraged and supported in their activity in community, regional, and national health-care organizations.
Expressed policies are delineated verbally or in writing.
Expressed policies may include a formal dress code, policy for sick leave or vacation time, and disciplinary procedures.
57
_____ are plans that establish customary or acceptable ways of accomplishing a specific task and delineate a sequence of steps of required action.
Procedures
58
_______ are plans that define specific action or nonaction.
Existing rules should be enforced to keep morale from breaking down and to allow organizational structure.
Rules and regulations
59
______ (1951) identified three phases through which the change agent must proceed before a planned change becomes part of the system:
Unfreezing occurs when the change agent convinces members of the group to change or when guilt, anxiety, or concern can be elicited.
Movement, the change agent identifies, plans, and implements appropriate strategies, ensuring that driving forces exceed restraining forces.
Refreezing phase, the change agent assists in stabilizing the system change so that it becomes integrated into the status quo.
Kurt Lewin
60
_________ (1960s), discovered that even tiny changes in variables often dramatically affected outcomes.
Even small changes in conditions can drastically alter a system's long-term behavior (butterfly effect).
Edward Lorenz
61
A ______ is a financial plan that includes estimated expenses as well as income for a period of time.
Accuracy dictates the worth of a budget; the more accurate the budget blueprint, the better the institution can plan the most efficient use of its resources.
budget
62
TYPES OF BUDGET
Workforce or personnel budget largest of the budget expenditures because health care is labor intensive.
Operating budget reflects expenses that change in response to the volume of service, such as the cost of electricity, repairs and maintenance, and supplies.
Capital budgets plan for the purchase of buildings or major equipment, which include equipment that has a long life (usually greater than 5 to 7 years).
63
________, through departmentalization and work division, provides a framework for defining managerial authority, responsibility, and accountability.
Roles and functions are defined and systematically arranged, different people have differing roles, and rank and hierarchy are evident.
Formal structure
64
is generally a naturally forming social network of employees.
It is the _______ that fills in the gaps with connections and relationships that illustrate how employees network with one another to get work done.
informal structure
65
The _______ defines formal relationships within the institution
organization chart
66
MANAGERIAL LEVELS
Top-level managers look at the organization as a whole, coordinating internal and external influences, and generally make decisions with few guidelines or structures.
Middle-level managers coordinate the efforts of lower levels of the hierarchy and are the conduit between lower and top-level managers.
First-level managers are concerned with their specific unit's work flow
67
Nurses assume total responsibility during their time on duty for meeting all the needs of assigned patients.
Sometimes referred to as the case method of assignment because patients may be assigned as cases
TOTAL PATIENT CARE
68
_____ is efficiency-based; tasks are completed quickly, with little confusion regarding responsibilities.
Allow care to be provided with a minimal number of RNs.
Functional nursing
69
Ancillary personnel collaborate in providing care to a group of patients under the direction of a professional nurse.
As the team leader, the nurse is responsible for knowing the condition and needs of all the patients assigned to the team and for planning individual care.
TEAM NURSING
70
The primary nurse assumes 24-hour responsibility for planning the care of one or more patients from admission or the start of treatment to discharge or the treatment's end.
During work hours, the primary nurse provides total direct care for that patient.
When the primary nurse is not on duty, associate nurses, who follow the care plan established by the primary nurse, provide care
PRIMARY NURSING
71
uses a mini-team (two or three members with at least one member being an RN), with members of the modular nursing team sometimes being called care pairs.
Patient care units are typically divided into modules or districts and assignments are based on the geographical location of patients.
MODULAR NURSING
72
• A collaborative process of assessment, planning, facilitation and advocacy for options and services to meet an individual's health needs through communication and available resources to promote quality cost-effective outcomes.
Nurses address each patient individually, identifying the most cost-effective providers, treatments, and care settings possible.
CASE MANAGEMENT
73
The leader-manager recruits, selects, places, and indoctrinates personnel to accomplish the goals of the organization.
STAFFING
74
Is the process of actively seeking out or attracting applicants for existing positions and should be an ongoing process.
A leadership role in staffing includes identifying, recruiting, and hiring gifted people
RECRUITMENT
75
Is the process of choosing from among applicants the best-qualified individual or individuals for a particular job or position.
Involves verifying the applicant's qualifications, checking his or her work history, and deciding if a good match exists between the applicant's qualifications and the organization's expectations.
SELECTION
76
The nurse leader is able to assign a new employee to a position within his or her sphere of authority, where the employee will have a reasonable chance for success.
Proper placement fosters personal growth, provides a motivating climate for the employee, maximizes productivity, and increases the probability that organizational goals will be met.
PLACEMENT
77
refers to a learning of the behaviors that accompany each role by instruction, observation, and trial and error.
Socialization
78
occurs when individuals are forced to learn new values, skills, attitudes, and social rules as a result of changes in the type of work they do, the scope of responsibility they hold, or in the work setting itself.
Resocialization
79
Centralized staffing, where staffing decisions are made by personnel in a central office or staffing center.
Decentralized staffing, the unit manager is often responsible for covering all scheduled staff absences, reducing staff during periods of decreased patient census or acuity, preparing monthly unit schedules, and preparing holiday and vacation schedules.
STAFFING
80
FORMULA FOR STAFFING
National League for Nurses Formula for Staffing
ABO X NCH No. of working hours =
Total no. of nursing service personnel for 24 hours
81
is the force within the individual that influences or directs behavior.
Leaders should apply techniques, skills, and knowledge of motivational theory to help workers achieve what they want out of work
Motivation
82
TYPES OF MOTIVATION
INTRINSIC
Comes from within the individual
Often influenced by family unit and cultural values
EXTRINSIC
Comes from outside the individual
Rewards and reinforcements
are given to encourage certain behaviors and/or levels of achievement
83
(1970), people are motivated to satisfy certain needs, from basic survival to complex psychological needs, and people seek a higher need only when the lower needs have been met.
Maslow
84
(1953) demonstrated that people could be conditioned to behave in a certain way based on a consistent reward or punishment system.
Skinner
85
(1977)
believed that employees can be motivated by the work itself and that there is an internal or personal need to meet organizational goals.
Frederick Herzberg
86
(1971)
examined what motives guide a person to action.
David McClelland
