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NCM 103 > LEADERSHIP AND MANAGEMENT > Flashcards

LEADERSHIP AND MANAGEMENT Flashcards

1
Q

Is a complex,cognitiveprocessoften defined as choosing a particular course of action.

A

LEADERSHIP AND MANAGEMENT

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2
Q

The process of choosing one course of action over another.

A

LEADERSHIP AND MANAGEMENT

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3
Q

a process of persuading & influencing others toward a goal & is composed of a wide variety of roles.

A

Leadership

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4
Q

Who makes a vision so palpable and seductive that others eagerly sign on” (Bennis, 2001)

A

LEADER

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5
Q

choosing a particular course of action.

A

DECISION-MAKING

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6
Q

a systematic process that focuses on analyzing a difficult situation.

A

PROBLEM-SOLVING

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7
Q

involves higher-order reasoning & evaluation.

A

CRITICAL THINKING

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8
Q

CREATIVE THINKING TECHNIQUES

A

MEDITATION
BRAINSTORMING
REVERSE BRAINSTORMING
THINK TANKS

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9
Q

What do we ask in the Decision making process when we Identify & diagnose the problem

A

What really is our problem?

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10
Q

What do we ask in the Decision making process when we Establish decision criteria

A

What are we trying to accomplish?

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11
Q

What should be the idea behind in the Decision making process when we develop creative alternatives

A

Let’s dream up some great ideas.

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12
Q

What should be the idea behind in the Decision making process when we Evaluate the alternative

A

Some of these ideas are good, some are not.

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13
Q

What should be the idea behind in the Decision making process when we Choose one alternative

A

This alternative is a winner!

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14
Q

What should be the idea behind in the Decision making process when we Implement the decision
Evaluate & control

A

How really good was that idea?

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15
Q

WHAT IS THIS PROCESS

• Set objectives (what are the goal)
• Search for alternatives
• Evaluate
• Choose
• Implement
• Follow-up & control

A

THE MANAGERIAL DECISION-MAKING PROCESS

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16
Q

What Process is this:

• Assess
• Diagnose
• Plan
• Implement
• Evaluate

A

THE NURSING PROCESS

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17
Q

WHAT PROCESS IS THIS:

-ASSESS
-RECALL
-PLAN
-IMPLEMENT EVALUATE

A

INTUITIVE DECISION-MAKING MODEL

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18
Q

A Leadership style that has:

→ Strong Control is maintained over the work group
→ Others are motivated by Coercion,
→ Others are directed with commands, communication flows downward.

A

AUTOCRATIC

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19
Q

A Leadership style that has:

→ Less control is maintained
→ Economic & ego awards are used to motivate.
→ Others are directed through suggestions & guidance

A

DEMOCRATIC

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20
Q

A Leadership style that has:

→ Provides little or no direction & control.
→ Uses upward & downward communication between members of the group.

A

LAISSEZ-FAIRE

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21
Q

• Also called the participative style as it encourages to be part of the decision making.

• Communication flows up & down
• Decision-making involves others
• Emphasis is on “WE” rather than on “I” & “you”

A

DEMOCRATIC

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22
Q

Nursing staff is motivated by rewards & punishments. Autocratic leaders rely on threats & punishments to influence others. They do not trust employees. Yet this type of leadership is not all bad. (in an emergency cases)

A

AUTOCRATIC

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23
Q

What do you call this type of leader who:

• The leader motivates the followers by appealing to their own self-interest.
• Its principles are to motivate by means of the exchange process.
• It is a contract for mutual benefit that has contingentrewards.

A

Transactional

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24
Q

What do you call this type of leader who:

• The most effective & beneficial leadership behavior to achieve long-term success & improved performance.

• Demonstrates strong commitment to the profession and organization and is willing to tackle obstacles using group learning

• Able to create synergistic environments that enhance change

A

Transformational

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25
Q

What style of leadership is this:

“Management is doing things right; leadership is doing the right things.”

A

Filipino Style of Leadership

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26
Q

According to her, The Filipino Management styles derives from the dominant features of the Filipino Culture.

A

Dr. F. Landa Jacano

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27
Q

Close family relations a Filipino trait of giving highest importance to family above other thing. A trait where in the family members. The needs of the family as a group are more important than the needs of any individual family member

A

Familinism

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28
Q

It is the emphasis Filipino give to interpersonal relations or face-to-face encounter.

A

Personalism

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29
Q

The tendency to display emotion freely or to rely on or place much value on emotions

A

Emotionalism

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30
Q

a filipino term that means to sweat it out or give oneself to hard work.

A

realist or kayod

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31
Q

What type of Manager is this:

• Who cuts down problem into manageable size.
• He is fast decision maker, impatient and shrewd

A

MANAGER BY “KAYOD”

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32
Q

He is a sigurista, has gut feel, knows how to use people & does first thing first.

A

Realist

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33
Q

A manager that:

Means availing on loophole

A

MANAGER BY LUSOT : OPPORTUNIST

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34
Q

A manager that:

LITERALLY GOES BY THE BOOK

A

MANAGER BY LIBRO: IDEALIST

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35
Q

A manager that has:

→ Has balance
→ Chooses well

A

“THE HYBRID” RECONCILER LEADER

MANAGER BY “UGNAYAN”

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36
Q

A manager that applies the jungle method.

A

KAYOD (Realist)

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37
Q

A manager that opts for high quality candidates with suitable degree and trainings.

A

LIBRO (Idealist)

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38
Q

A manager that gets partly experienced applicants, tries them out and screen them meticulously.

A

UGNAYAN (Reconciler)

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39
Q

A manager that headhunts.

A

LUSOT (Opportunist)

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40
Q

This type of manager plans again and again.

A

LUSOT (Opportunist)

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41
Q

This manager does evaluates plans a little does.

A

KAYOD (Realist)

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42
Q

This manager evaluates plans does and at the same time evaluates.

A

UGNAYAN (Reconciler)

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43
Q

What style of leadership is:

→ Cautious
→ Thinksbeforedeciding
→ Thinker
→ PlanningOriented
→ Strivesforprofessionalperformance
→ Stubborn
→ Seeks quality results and has high deals

A

THE FILIPINO LEADERSHIP STYLE

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44
Q

• He usually has adequate formal training in management.
• This manager acquires his managerial skills by playing it by ear.
• He has a vast field of practical experiences that compensates for his lack of formal education.
• He is the opposite of the Libro Manager

A

MATAAS ANG TINGIN SA SARILI

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45
Q

Oido comes from the Spanish word oir meaning?

A

To listen

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46
Q

→ He is a hybrid of all types of manager.
→ Believes in contingency management.
→ Shares his knowledge.
→ Has excellent behavioral skills.

A

“OIDO” BY EAR

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47
Q

Exemplify highly resilient, highly adaptable men of the first order.

A

“UGNAYAN” MANAGERS

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48
Q

3 CHARACTERISTICS OF FILIPINOS

A

→ “Reklamador”,
→ “Bantay-salakay”
→ “Angal-ng-angal”

49
Q

What leadership type is this:

Follow up things requiring approval of the people, things he has ordered his people to do.

A

LEADERSHIP BY KULIT

50
Q

What type of leadership is this:

• Works without any direction nor procedure.

• Disastrous in all situations but is a rampant
style among Filipinos.

A

LEADERSHIP BY PATSAMBA2X

51
Q

What type of leadership style is this:

• The leader is in a better position than the followers.
• To know best what is good for the organization, or the followers.
• “Leader as expert father figure”.

A

Paternistic style

52
Q

professional style is called?

A

Paternalistic style

53
Q

professional competence is called?

A

Benevolence

54
Q

the need of the Filipino to be treated as a person and not as an object, so it is a deep sense of dignity the violation of which he is most sensitive to.

A

Amor propio or self esteem

55
Q

a combination of feelings of inferiority, embarrassment, shyness and alienation

A

Hiya or Embarrasment

56
Q

this is that feeling which develops when one has to receive a favor from another

A

Utang na loob

57
Q

“getting along together”. This shows the Filipino desire for smooth interpersonal relations, so individuals who are frank and outspoken in their expressions of opinion are ostracized and considered uncultured

A

Pakikisama

58
Q

3 Filipino Value system

A

Galang
Lakad System
Bata

59
Q

is the result of the definition of the rights
and obligations which are inherent in the structural positions of individuals in the Filipino kinship system

A

Galang

60
Q

honest, law-abiding, & trustworthy; adheres to both personal ethics & code of professional ethics.

A

Integrity

61
Q

taking some risks.

A

Courage

62
Q

acting on good ideas

A

Initiative

63
Q

leadership & management endeavors require effort.

A

energy

64
Q

the ability to see a problem as an opportunity; an optimistic leader can re- motivate a discouraged leader.

A

Optimism

65
Q

effective leaders do NOT give up easily; they persist, continuing their efforts when others are tempted to give up the struggle.

A

Perseverance

66
Q

Defined as the accomplishment of the goals shared by leaders & followers. Usually depends on the SITUATION

→ Understands individual strengths, weaknesses and potential.

→ It is also the systematic use of self to get the right things done at the right time & Right results

A

EFFECTIVE LEADERSHIP

67
Q

balance between work & play.

A

BALANCE

68
Q

conserve energy & be a model for others.

A

Ability to handle stress

69
Q

people who do not understand themselves are limited in their ability to understand the motivations of other people.

A

Self awareness

70
Q

Who first identified the five management funWctions

A

Henri Fayol

71
Q

5 Management Functions

A
  1. Planning
  2. Organizing
  3. Command
  4. Coordination
  5. Control
72
Q

the process of measuring performance and taking action to ensure desired results we have to follow some pattern.

A

Management functions

73
Q

It is an important function of management; this importance becomes apparent when we find that it is needed in all the functions of management so this checks mistakes and tells us how new challenges can be met or faced

A

Controlling

74
Q

Enumerate the management functions by Luther Gulick

A

P - Planning
O - Organizing
S - Staffing
D - Directing
C - Controlling
CO - Coordinating
R - Reporting
B - Budgeting

75
Q

Can be used to classify the manager’s job

A

Functions of Management

76
Q

4 Functions of management

A

Controlling
Leading
Organizing
Planning

77
Q

it means defining an organization’s goals establishing an overall strategy for achieving these goals and developing comprehensive plans to integrate and coordinate activities

A

Planning

78
Q

it includes determining what tasks must be done, who will do them, how does the task will be grouped, or who will report to whom and where decisions will be made

A

Organizing

79
Q

includes motivating and directing employees and communicating and resolving conflicts

A

Leading

80
Q

it means monitoring performance comparing results and goals and making corrections checks mistakes and tells us how new challenges can be met or face

A

Controlling

81
Q

Principle of management by Fayol that is similar to Adam Smith’s division of labor. Specialization makes employees more efficient which results to more & better outputs.

A

Division of Workt

82
Q

Principle of management by Fayol that Managers have the authority to give orders. Along with authority, however, goes responsibility. Whenever, authority is exercised, responsibility arises

A

Authority

83
Q

when employees obey & respect the rules that govern the organization where they belong. Good discipline emanates from effective leader.

A

Discipline

84
Q

In this aspect of management, it is imperative that each employee should receive orders only from one superior

A

Unity of Command

85
Q

For each group of organizational activities having the same objective, direction comes from one manager using one plan.

A

Unity of Direction

86
Q

An employee or group of employees’ interests should not precede over the interests of the whole organization.

A

Subordination of Individual

87
Q

Employees must be paid a fair wage for their services rendered to the org. Reward for employment in the form of pay, salary, or wage including allowances, benefits (medical, dental, vision), bonuses, cash incentives & monetary value on the non-cash values.

A

Remuneration

88
Q

The degree to which subordinates are involved in decision making. To draw into or toward a center; consolidate.

A

Centralization

89
Q

This represents the line of authority from top management to the lowest ranks in the organization.

A

Scalar Chain

90
Q

There is what when people & materials are in the right place at the right time. Specifically, people should be in the jobs or positions most suited for them.

A

Order

91
Q

It exists when managers observes kindness & fairness to their subordinates.

A

Equity

92
Q

When there is high employee turnover, there is inefficient management.

A

Stability of Tenure

93
Q

Whenever employees are allowed to originate & carry out plans, they are expected to exert high levels of efforts.

A

Initiative

94
Q

Promotion of team spirit builds harmony & unity within the organization

A

Esprit de Corp

95
Q

THE LAST THREE ELEMENTS OF LEADERSHIP ACCORDING TO BERMAN

A

Authority
Accountability
Responisbility

96
Q

The legitimate right to direct the work of others. The manager MUST accept the authority granted.

A

Authority

97
Q

Ability&willingness to assume responsibility for one’s actions & to accept the consequences of one’s behavior;

A

Accountability

98
Q

An obligation to complete a task

A

Responsibility

99
Q

This nurse is the accountable person –24/7 on the front lines of care with patients and families with staff and administration.”

A

Nurse manager

100
Q

is the careful
deliberate use of recent analysis to reach
a decision about what to do

A

Thinking critically

101
Q

the effective leader helps people to identify problems and to work through the problem solving process to find a reasonable solution

A

Solving problems

102
Q

recognizes differences among members and help them find the rewards in their work that mean the most to them

A

Respecting the individual

103
Q

communicating skillfully includes listening to others encouraging the exchange of information providing feedback

A

Communicating skillfully

104
Q

An important leadership task is to find the common thread in all of those goals and to help the group

A

Setting specific goals/ communicating a vision for the future.

105
Q

effective leaders not only continue to learn but also encourage others to do the same

A

Developing oneself and others

106
Q

Selects and assumes role

A

Leadership

107
Q

assigned or appointed to role

A

Manager

108
Q

Is a way of behaving; it is the ability to cause others to respond, not because they have to, but because they want to.

A

Leadership

109
Q

Is a problem- oriented process with similarities to the nursing process.

A

Management

110
Q

Officially pointed

A

Management

111
Q

May or may not have official appointment to the position

A

Leadership

112
Q

Vested with power and authority by the group

A

Leadership

113
Q

Vested with power and authority by the organization

A

Management

114
Q

May or may not be as successful as managers

A

Leadership

115
Q

Their role remains as long as the appointment holds

A

Management

116
Q

Whose role are these:

→ Leader develops and articulates clear vision of the future of the organization.
→ Performance improvement catalyst.
→ Interpersonal relations facilitator.
→ Human resource developer.
→ Resource and financial manager.
→ Standards and compliance expert resource.
→ Client service advocate.

A

Nurse Leader

117
Q

Effective Communication

A

→ Facilitates collegial relationship among team members, whether all nurses or interdisciplinary.
→ Set clear expectations for professionalism, respect and collegiality to foster effective communication and patient safety.
- Role model for effective communication and promotes opportunities for ongoing education about effective communication strategies

118
Q

TASK ORIENTED ROLE OF A NURSE MANAGER

A
  1. Staffing for patient care
  2. Developing goals and objectives for the
    unit
  3. Establishing standards of care
  4. Developing budgets and using resources in
    a cost-effective manner
  5. Implementing quality improvement activities
    to affect patient outcomes
  6. Engaging in problem solving
  7. Planning, organizing, managing, controlling
    and directing unit activities.
  8. Hiring, orienting, evaluating and educating
    staff
  9. Mentoring and developing staff
  10. Identifying systems, problems and
    suggesting solutions
  11. Acting as are source for clinical issues
  12. Ensuring compliance with policies, procedures and accrediting or regulatory agencies
  13. Recruiting and retaining staff
  14. Participating in organizational committees
    and task forces

NCM 103 (25 decks)

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