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aa Orgo > lead 3 > Flashcards

lead 3 Flashcards

1
Q

it addresses unstable, unpredictable environments, as are often seen in healthcare systems

A

quantum theory

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2
Q

The management role should focus on

A

the person, allowing the person to develop abilities that lead to excellence

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3
Q

The manager should help the person develop

A

realistic goals and foster an environment that promotes goal attainment

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4
Q

Drucker’s Five Management Functions:

A 
goals.
Organize and analyze.
teamwork. 
Evaluate performance
Develop self and people.
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5
Q

Drucker’s Five Management Functions: Establish ___ and ___

A

Establish objectives and goals.

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6
Q

Drucker’s Five Management Functions: o____ and a____

A

Organize and analyze.

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7
Q

Drucker’s Five Management Functions: foster

A

Foster teamwork.

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8
Q

Drucker’s Five Management Functions: ____ ___ of workers

A

Evaluate performance of workers.

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9
Q

Drucker’s Five Management Functions: ____ self and people

A

Develop self and people.

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10
Q

Drucker: Establishing goals with the person allows the manager to do 3 things

A

analyze needed activities,

determine the decisions to be made,

and divide tasks so that they can be managed.

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11
Q

Organizational culture is based on the

A

literature of healthcare environments

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12
Q

First and foremost, the nurse manager must be

A

ever vigilant that quality of care remain constant

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13
Q

4 Causes of Malpractice for Nurse Managers

A

Assignment, delegation, supervision
Duty to orient, educate, and evaluate
Failure to warn
Staff issues

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14
Q

Assignment: Don’t confuse the

A

typical “assignments” that are made at the beginning of a shift with this term

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15
Q

Assignment refers to

A

the legal context when another person assumes both legal aspects of care: accountability and responsibility

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16
Q

If an assignment is given inappropriately, it’s the responsibility of

A

both the manager and the follower

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17
Q

that the person making assignments must know the team members as

A

individuals to make accurate assignments

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18
Q

The active process of directing, guiding, and influencing the outcome of an individual’s performance of an activity

A

Supervision

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19
Q

Supervision entails o_____ and c_____ (explain)

A

observation and communication. You have to see what’s going on, make a judgement, and then talk about it

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20
Q

Doctrine of Respondeat Superior

A

basically means that if the supervisor had good reason to believe the delegate could do the task, than the supervisor’s liability is limited

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21
Q

Failure to Warn pertains mostly to administrative persons, but many states require,

A

that peers report each other if bad behavior is suspected

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22
Q

“qualified privilege” means that

A

your previous employer can disclose your bad behavior to the new job. But ONLY if you include the previous employer in your application

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23
Q

Staffing levels are _____!

A

mandated

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24
Q

Adequacy of staffing is based on

A

patient acuity

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25
Q

Not all decisions begin with

A

problems

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26
Q

Decisions and Problems: both require

A

critical thinking

27
Q

Two types of decisions

A

Satisficing (good enough)

Optimizing (best possible)

28
Q

Not-for-Profit organization is controlled by ____ boards of trustees

A

voluntary

29
Q

Not-for-Profit organization provide care to a mix of

A

paying and nonpaying patients

30
Q

For-Profit organization: providing healthcare services to individuals who

A

can afford to pay

31
Q

For-Profit organization: May receive supplementary funds for special services and research, and to provide assistance for

A

those with catastrophic occurrences

32
Q

3 broad factors that influence organizations

A
  • Economic
  • Social (people being activists in regard to their own healthcare and also healthcare policy)
  • Demographics
33
Q

Economic Forces Influencing Health Care: Increasing numbers of uninsured patients and decreasing

A

reimbursement

34
Q

• Secondary

A

• Prevention of disease complications

35
Q

Tertiary

A

Rehabilitation

Long-term care

36
Q

Organizational Theory

A

Systematic analysis of how organizations and their component parts act and interact

37
Q

like a compass; it tells where the organization is headed and how it wishes to be viewed

A

vision statement

38
Q

vision statement has 2 parts-

A

where we’re headed

how do we want to be perceived

39
Q

expressions of the values and beliefs of the members of the organization about the nature of their work

A

Philosophy statement

40
Q

Mission statement

A

the reason the organization exists

41
Q

Philosophy statement

A

expressions of the values and beliefs of the members of the organization about the nature of their work

42
Q

Shared governance is the sharing that occurs between nursing management and patient care nurses so that

A

nurses are accountable for all nursing care decisions

43
Q

Shared governance ensures that the person closest to the issue is always the one

A

solving the problem and then converting the system

44
Q

Sets the stage by defining:
Services to be offered
Kinds of technologies
Human resources

A

Mission Statement

45
Q

Future-oriented, purposeful statements designed to identify the desired future of an organization

A

Vision Statements

46
Q

“To be the premier neurosurgical nursing unit in the state”

A

example of a Vision Statement

47
Q

Written statement that articulates the values and beliefs held about the nature of the work required to accomplish the mission

A

Philosophy Statement

48
Q

The reflection of the norms or traditions of the organization as exemplified through behaviors that illustrate the values and beliefs of the organization

A

Organizational Culture

49
Q

Organizational designs are often classified by these characteristics:
C___
F___
C___

A

Complexity
Formalization
Centralization

50
Q

Organizational design classification: the division of labor, how specialized that labor is, the number of hierarchical levels, and the geographic dispersion

A

Complexity

51
Q

An organizational chart is a graphic representation of the

A

work units and the reporting relationships

52
Q

Organizational design classification: to the amount of structure an organization has in terms of rules or policies

A

Formalization

53
Q

Organizational design classification: refers to where decisions are made

A

Centralization

54
Q

Organizational design classification: Often, highly specialized organizations with lots of professionals have little

A

formalization

55
Q

Organizational design classification: If the organization is highly decentralized, each employee is charged with

A

decision-making authority to provide the best in patient care

56
Q

Highly centralized organizations delegate responsibility without

A

authority to act

57
Q

bed-side nurses are often frustrated with “Highly centralized organizations” because they see decisions

A

evolving as care is being provided

58
Q

Factors Influencing Organizational Development (3 C’s)

A

Consumerism
Change
Competition

59
Q

Functional structures are those organized around

A

specialties

60
Q

Service line structures (or product lines) focus on the

A

various functions to produce a specific service or product

61
Q

Matrix structures are complex and integrate both

A

functional and service considerations

62
Q

The manager of a matrix structural unit reports to both

A

a functional manager and a service line manager

63
Q

Flat structures focus on the

A

delegation of decision making to the professionals doing the work. They have full authority to take action without seeking input from others.

aa Orgo (196 decks)

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