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leadership Flashcards

1
Q

uses in crisis or emergency

A

autocratic

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2
Q

stable ward

A

democratic

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3
Q

expert staff

A

laissez faire

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4
Q

vital to success or the organization, provides direction and is a learned behavior

A

leader

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5
Q

ability to make the people follow

A

influence

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6
Q

ability to influence people despite their resistance

A

power

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7
Q

derived from politics and hierarchy (ranking), the higher the position the higher the position

A

positional power

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8
Q

derived from charisma and unique SKA. the unique SKA the more powerful

A

Personal power

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9
Q

person has a position

A

legitimate power or also called authoritative power

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10
Q

has a 5 years experience, person has a unique SKA and personal power

A

expert also called a mentor

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11
Q

(+) reinforcement, person has ability to fulfill people wishes

A

reward power

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12
Q

what type of reward does the nurse accepted

A

salary SD15

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13
Q

person source out power from fear, strict, altruistic, common use of disciplining

A

coercive power

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14
Q

power via associating with someone powerful, power obtained by showing a good example

A

referent

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15
Q

why nurses need to study about leadership?*

A

DESTINY

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16
Q

“LEADERS ARE BORN NOT MADE”

A

GREAT MAN THEORY BY ARISTOTLE- obsolete theory

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17
Q

“LEADERS SHOULD POSSESS A SPECIFIC SET OF CHARACTERISTICS”

A

TRAIT THEORY -obsolete beliefe

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18
Q

“LEADERS SHOULD FULFILL PEOPLES NEEDS”

A

TRANSACTIONAL THEORY

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19
Q

“LEADERS SHOULD BE AGENTS OF CHANGE”

A

TRANSFORMATIONAL THEORY

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20
Q

Made the Managerial Grid that focus in people and output

A

Black & Mouton

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21
Q

increased peoples focus and decreased output

A

country club

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22
Q

increased both people and output

A

team approach

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23
Q

decreased both people and output

A

impoverished

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24
Q

decreased people and increased output

A

produce or perish

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25
Q

what are the 3 leadership style of Kurt Lewins

A

Autocratic, Democratic, laissezfaire

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26
Q

Dictatorial, authoritative, decides all by himself, responsible alone, decreased of staff, increased of level of leader control, increased output

A

Autocratic

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27
Q

Participative, collaborative, consultative, decides with others, responsible with the group, medium freedom, medium control, increased quality

A

democratic

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28
Q

permissive, ultraliberal, “let others do”, let others decide, others become responsible or no one at all, increased freedom of staff, decreased leader control

A

Laissez faire

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29
Q

member of the group are well directed an cooperative with each other

A

cohesive

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30
Q

power can emanate from position or personality, may or may not have a position, focus on peoples welfare, inspirational (more popular), thinks outside the box, eyes on the horizon

A

leader

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31
Q

power emanates from positional source only, requires a position/tittle, focused on the output, aspirational (more successful), thinks within the box(planner) eyes on the box

A

manager

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32
Q

getting the cooperation, of a group of people to achieve a common goal, solidarity, and unity

A

management

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33
Q

who made the 14 principle of management?

A

Henry Fayol

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34
Q

right to command and has a direction

A

authority

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35
Q

putting others needs above one’s own, altruism, selflessness, has a common goal and a follower

A

subordinate

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36
Q

team spirit, camaraderie /pride in belonging to ones group, good relationship of the people, solidarity*

A

Esprit de corps

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37
Q

putting task in proper sequence

A

order/ pattern

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38
Q

self motivation

A

initiative

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39
Q

self control, follows rules and set boundaries

A

discipline

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40
Q

absence of treat to the employment, against turnover-elimination of staff (understaffing)

A

stability of tenure

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41
Q

one common goal

A

unity of direction

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42
Q

one common authority or instruction*

A

unity of command

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43
Q

source of motivation

A

remuneration/ salary

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44
Q

fair and equal treatment, principle of justice, fights against nepotism

A

equity

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45
Q

distribution of authority, top of decision making

A

centralization and decentralization

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46
Q

chain of command, pass through certain people before the head

A

scalar chain

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47
Q

delegation “no man is an island”

A

division of labor

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48
Q

brain of the management, goal setting*

A

planning

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49
Q

group of people, backbone of the management

A

organizing

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50
Q

delegation of the task, heart of the organizing

A

direct

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51
Q

standard, conscience of management

A

control

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52
Q

driving force or management; motivation of the management; deciding in advance (what, who, how)

A

planning

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53
Q

do something ahead of time before there is something to be happened

A

proactive

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54
Q

the 14 principle of management of henry fayol

A
  1. authority
  2. subordinates
  3. espirit de corps
    4.order
  4. initiative
  5. discipline
  6. stability of tenure
  7. unity of direction
  8. unity of command
  9. remuneration
  10. equity
  11. centralization/ decentralization
  12. scalar chain
  13. division of labor
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55
Q

5 characteristics of a good plan

A
  1. proactive
  2. dynamic/flexible
  3. foresight/ prediction
  4. decreasing the element of change
  5. success yielding
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56
Q

provide direction to the organization, top level management, long-term, planning of hierarchy

A

strategic planning

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57
Q

to guide daily activities, lower level management, short term/ annual, inventory/ keeping on track, rotation of duty, audit

A

operational planning

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58
Q

in SWOT technique what is the positive internal

A

strength

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59
Q

in SWOT technique what is the negative internal

A

weakness

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60
Q

in SWOT technique what is the positive external

A

opportunity

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61
Q

in SWOT technique what is the negative external

A

threat

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62
Q

it is promote the strength, prevent the weakness, grab the opportunity and eliminate the threat

A

establish priorities for the organization

63
Q

formulation of statements that will provide direction of the organization

A

perform the planning hierarchy

64
Q

the reason why org exist

A

mission

65
Q

the future status of the org

A

vission

66
Q

beliefs basis of decision making

A

philosophy/ core values

67
Q

statement of action basis mission

A

goals

68
Q

basis of goals in specific of action (SMART)

A

objective

69
Q

application of objectives

A

policies

70
Q

application of policies

A

rules and regulation

71
Q

Best way to distribute the plan to the lower level of the hierarchy

A

memorandom

72
Q

best way to evaluate understanding of the plan

A

open forum

73
Q

proper allocation of resources, promotes equity*

A

budgeting also known as fiscal planning/ financial planning

74
Q

investment of MAJOR and LONGTERM INVESTMENT

A

Capital Budgeting

75
Q

Salary wages and benefits

A

Personel budget or manpower

76
Q

daily usage of budget

A

operational budget

77
Q

BQ among the 3 components of budgeting what is the labor intensive unit

A

personel budget/ manpower

78
Q

is a type of budgeting style of increasing, progressive form of budgeting style based on inflation rate

A

incremental budgeting

79
Q

is a type of budgeting style to justify allocations/ start 0

A

zero based budgeting

80
Q

type of budgeting style to self destruct upon reaching its limits

A

sunset budgeting

81
Q

it is one of the priority of budgeting to ensure cost efficiency adequacy of in and out resouces

A

budget monitoring

82
Q

in revenue and out expenses

A

cash flow monitoring

83
Q

listing and checking all supplies

A

supplies inventory

84
Q

BQ* what is pilfering?

A

stealing item from central supplies

85
Q

refunding personal expenditure and nee to present and official reciept

A

reimbursement system

86
Q

forming of a group of people with a common goal to provide in carrying out the plan

A

organizing

87
Q

what type of organizing in people have positions and tittles, (+) chart, communicates via chain of command, people have a common goal

A

formal type

88
Q

what type of organizing in people do not have positions or tittles (-)chart, communicates via grapevine, people like each other

A

informal type

89
Q

type of organization structure that has a more levels, longer chain of command, lesser delegation, better supervision, centralize

A

tall/ pyramidal structure

90
Q

type of organizational structure that has less levels, shorter coc, wide soc, better delegation, lesser supervision, decentralized

A

flat/ horizontal structure

91
Q

there is a vertical and horizontal lines of authority

A

matrix structure

92
Q

type of relationships that is part of the operation, more permanent , command relationship with SOLID LINES

A

Formal relationship

93
Q

specific extra functions, more temporary, coordinating/ consulting relationships uses BROKEN LINES

A

Informal Relationships

94
Q

what does organizational chart contains *

A

structure, division of labor, chain of command, span of control

95
Q

looking for competent people to fill in the job vacancies

A

staffing

96
Q

looking for the best practice. once found, manager emulates its best characteristics

A

Bench marking

97
Q

legal basis for a regular employment

A

regulatory requirement RA5901

98
Q

based on acuity amount of nursing workload

A

patient classification system

99
Q

px are stable, capable ADLs and for novice care

A

level 1 px minimal care

100
Q

stable px with special treatment

A

level 2px moderate care

101
Q

bedridden has possibility to be stable, cannot ambulate

A

level 3 px total care

102
Q

unstable px, q15 v/s for expert employee

A

level 4 px, intensive care

103
Q

it is the no of personel needed, standard formula duties

A

staff support am45% pm37% night18%

104
Q

ratio of professional (RN) to non professional (NA)

A

skill mix

105
Q

steps in staffing

A
  1. determine no. and type of personnel needed
  2. recruit personnel / advertise
    -board of mouth referral, apply cv with A4 size, cover letter address to HR
  3. interview the applicant.
    wear= business attire/ corporate attire
  4. orient the personnel
  5. give the job offer
    probationary period= 6 months
106
Q

it is the heart of the management, steps taken by the manager to ensure that the task are carried out to achieve the common goal

A

Directing

107
Q

the 4 C’s in directing

A

clear, concise, consistent, complete

108
Q

well understood

A

clear

109
Q

short, lesser words, simple

A

concise

110
Q

repeated work and repeated correct and reliable

A

consistent

111
Q

had the all necessary details

A

complete

112
Q

elements in Directing*

A

communication, delegation, supervision

113
Q

process of conveying a message from one person to another (two way), it is inevitable in an org. Basic nursing competency

A

communication

114
Q

uses words, oral and written action

A

verbal

115
Q

uses actions/ kinesics (body action)

A

nonverbal

116
Q

characteristics of speech such as tone, pitch and loudness

A

paraverbal

117
Q

what are the element of process communication

A

sender-message-medium channel(channel)-receiver (decoder)- feedback

118
Q

types of organizational communication?

A

vertical, horizontal,downward

119
Q

type of communication between different levels (upward or inward process) or (subordinate to supervisor)

A

vertical

120
Q

the sender is from subordinate to supervisor

A

upward vertical communication

121
Q

sender is from supervisor to the subordinates

A

downward vertical communication

122
Q

type of communication has the same levels, peers and grapevine

A

horizontal

123
Q

type of communication between 2 members of different organization

A

diagonal

124
Q

the act of assigning someone a portion of the work to be done with corresponding authority, responsibility and accountability

A

delegation

125
Q

the right to command

A

authority

126
Q

completion of task (before)

A

responsibility

127
Q

concern about the consequence of the task (after) accountability

A

accountability

128
Q

what are the 3 common mistake in delegation

A

over delegation, under delegation, inappropriate delegation

129
Q

type of delegation that result to burn out physically, mentally and emotionally

A

over delegation

130
Q

type of delegation that has too less result/ redundancy, incompetent, earning money from the company but doesn’t have done something

A

under delegation

131
Q

type of delegation that given a wrong task to the wrong person, malpractice

A

inappropriate delegation

132
Q

what are the 5 rights of delegation?

A

right task, right person, right direction, right circumstances, right supervision

133
Q

what are the things that you cannot delegate to the nursing aid

A

nursing process, admission and discharge, health education, medication admin, unstable clients, high risk patients, formal documentation

134
Q

it is the ORIGINAL MODAITY OF CARE, used by _____ during ______. and it is also called the “____ _______ ______ “ usually 1RN to 1 patient

A

case method by Florence Nightingale during crimean war. and also called the “TOTAL PATIENT CARE”

135
Q

What are the advantage and disadvantage of case method modalities of care

A

advantage

136
Q

also known as “TASK BASED NURSING” popularized during world war II, led to establish of LPN’s and LVN’s in the USA. one nurse gets to perform one particular task for all patients in one specific shift. example “Medication nurse”

A

Functional method

137
Q

what are the advantage and disadvantages of “functional method”

A

advantage- skills development
disadvantage- highly fragmented patient care

138
Q

also known as “PARTNERS IN CARE” RN’s provide holistic care to the patient, one of the members is assigned as a “TEAM LEADER” who also get to provide care. bring back RN’s to the patients bedside since clinical activities of the nurse will be carried out by wards clerks secretaries

A

team method

139
Q

what are the advantage and disadvantage of team method

A

advantage- to promote collaboration among RNs, great interpersonal leaning
disadvantage- requires a great number of staff

140
Q

also known as “AUTONOMOUS NURSING”, enjoy so much autonomy and authority over the planning of care for a patient or a certain group of patients. Most CONSISTENT MODILITY OF CARE since only ONE PLAN of care is followed. Ex. NCP based on 24 hrs provision either the physician or charge nurse

A

Primary method

141
Q

Most EFFICIENT AND MOST MODERN MODALITY OF CARE also known as “EPISODE BASED” care, px are given care based on the predicted specific episodes of the DSE or medical condition. Evidence based care since the case manager makes use of clinical pathways Ex. IMCI

A

Case management

142
Q

imposing the rules to prevent mistakes in and raise the level of quality of the performance task. The Priority is to STABLISH STANDARDS

A

Controlling

143
Q

used for comparison of systems of operation, personnel, profile and physical arrangements

A

Structure

144
Q

used for comparison procedure and methods of care

A

process

145
Q

used for comparison of results of care (satisfaction survey)

A

outcome

146
Q

steps in controlling

A
  1. establish standards
  2. measure actual performance of the task
  3. compare measurement of performance with the standard
  4. identify corresponding action
147
Q

praises and recognize staff

A

above with the standard

148
Q

train and enroll staff in the staff development measures

A

below standard

149
Q

what type of education that focus on skills development, “INCIDENTIAL AND UNPLANNED” usually based on the results of the controlling function, shouldered by the facility

A

In-service education

150
Q

type of education focus on CARRER DEVELOPMENT “PLANNED & ARRANGED” usually happens when the staff aims for a higher position. Responsibility of the staff himself/ herself

A

Continuing Education

151
Q

3 types of operative/ surgical procedure

A
  1. feedforward
  2. concurrent
  3. feedback
152
Q

PREOPERATIVE CHECKLIST used to variety all prerequisites prior to the px being operated (consent, clearances, allergies)

A

feedforward

153
Q

INTRAOPERATIVE SPONGE AND INSTRUMENT COUNT, prevents inadvertent leftover articles inside patients body

A

concurrent

154
Q

POSTOPERATIVE ASSESSMENT, checks possible complication

A

Feedback

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