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Nursing Practice 3 & 4 > Leadership and Management > Flashcards

Leadership and Management Flashcards

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1
Q

Process whereby a nurse influences one or more persons to achieve
specific goals in the provision of nursing care for one or more patients.

A

NURSING LEADERSHIP

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2
Q

Process of working through the nursing staff
personnel or members to
provide care, cure and
comfort to patient

A

NURSING MANAGEMENT

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3
Q

May or may not
have official
appointment

A

LEADER

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4
Q

As long as the
followers are
willing to
follow.

A

LEADER

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5
Q

MANAGER

A

Officially
appointed

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6
Q

Have power
and authority
to enforce
decision.

A

MANAGER

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7
Q

Fulfill
organizational
mission

A

MANAGER

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8
Q

FREDERICK W. TAYLOR
* Proposed set of
techniques to increase
the efficiency and
productivity of each
worker.

A

Scientifi Mgt

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9
Q

Father of modern
MANAGEMENT
THEORY/MGMT. PROCESS
* 14 Principles of Management

A

Henri Fayol

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10
Q

according to their knowledge and expertise

A

Division of Labor

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11
Q

Managers need to be able to give orders so that they can get things done.

A

Authority

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12
Q

Members in the organization need to respect the rules and the organization that govern them.

A

Discipline`

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13
Q

Each employee must receive his/her
instructions about a particular operation from
1 person

A

Unity of command

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14
Q

Those operation with in the organization that have the same objectives should be directed with only one plan.

A

Unity of direction

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15
Q

In any undertaking the interest of the employees should not take precedence over the interest of the organization as a whole.

A

Subordination of Individual Interest to Common goal

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16
Q

Compensation for work should be
fair to both employee and
employers.

A

Remuneration

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17
Q

Balancing centralized decision making (from the top) with letting employees make decisions. “A place for everyone and everyone in his place.”

A

Centralization

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18
Q

Employees should know where they stand in the organization’s hierarchy and who to speak to within a chain of command.

A

Scalar Chain

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19
Q

The right man in the right place” forms an effective social order. He applied the same maxim to materials: right one, right place.

A

Order

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20
Q

Managers should be fair to all employees through a “combination of kindliness and justice

A

Equity

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21
Q

Organizations should minimize staff turnover and role changes to maximize efficiency.

A

Stability of Tenure of Personnel.

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22
Q

Employees should be encouraged to develop and carry out plans for improvement.

A

Initiative

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23
Q

Organizations should strive to promote team spirit, unity, and morale.

A

Esprit de Corps

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24
Q

Contributed to the
development of a
classical approach
to organizational
design.

A

BUREAUCRATIC ORGANIZATIONAL THEORY *MAX WEBER

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25
Q

HAWTHORNE EFFECT

A

ELTON MAYO

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26
Q

DOUGLAS
McGREGOR

A

MOTIVATIONAL THEORY

27
Q

his subordinate to ensure that the work is carried out properly.

A

DOUGLAS
McGREGOR

28
Q

Forecasting of events, making decisions, setting goals, setting of priorities, developing policies and setting standard.

A

PLANNING

29
Q

Long range goal or long term goals

A

Strategic Planning

30
Q

Deals with day to day maintenance of activity

A

Operational Planning

31
Q

Ensure accessibility and quality of health care to improve the quality of life of all Filipinos, especially the poor.

A

MISSION

32
Q

The medical center is guided by the following beliefs:
1. The clients are the reason for the hospital’s existence. Therfore, all service are directed toward their care and rehabilitation

A

PHILOSOPHY

33
Q

Grouping of activities for the purpose of achieving objectives.

A

II. ORGANIZING

34
Q

Consist of personal and social relationships among members of the organization
⮚Meets the needs of individual w/ similar backgrounds.

A

Informal

35
Q

Describes the positions, the responsibilities of those
occupying the positions, and the working relationships among the various units or
departments.

A

Formal

36
Q

simplest and the most direct type in which position has general authority over the lower positions in the hierarchy.

A

. Line Organization

37
Q

refers to horizontal relationships.

A

Informal Organization

38
Q

purely advisory

A

Staff Organization

39
Q

each unit is responsible for a given part of the org.

A

Functional Organization

40
Q

Depicts the chief executives at the top w/ lines of authority following down the hierarchy

A

Vertical Chart/ Tall Structure

41
Q

Depicts the manager at the the top with a wide span of control.
* Communication in this structure is direct simple and fast with minimal distortions of message since the distance between top and lower level is shorter.

A

Horizontal Chart or Flat Chart

42
Q

A type of organizational chart which defines the relationship between among the different level in the organization is the:

A

Flat Chart

43
Q

top to bottom

A

Communication

44
Q

Process of determining and providing the acceptable number and mix of nursing personnel to produce a desired level of care and to meet the patients demand.

A

STAFFING

45
Q

self-sacrifice

A

Accomodation

46
Q

mutual attention

A

Collaboration

47
Q

both parties seek answers

A

Compromise

48
Q

disagreements are ignored at the surface

A

Smoothing

49
Q

Distribution of Shifts

A

Morning - 45%
*Afternoon -37%
*Night – 18%

50
Q

It is the issuance of orders, assignment and instruction that enable the nursing personnel to understand what are expected of them.

A

DIRECTING

51
Q

For the leadership to be effective, some measure of power must often support it.

A

LEADERSHIP

52
Q

the capacity to ensure the outcomes one wishes and to prevent those one does not wish.

A

Power

53
Q

People oriented focuses on human aspects and builds effective teamwork.

A

DEMOCRATIC LEADERSHIP STYLES

54
Q

Leaders appointed as manager.
* Leaves workers without direction, supervision or coordination.

A

PERMISSIVE OR LAISSEZ-FAIRE LEADSHIP STYLE

55
Q

Sharing responsibility and authority with subordinates and holding them accountable for their performance

A

DELEGATION

56
Q

denotes obligation
what must be done to complete a task and the obligation created by the assignment

A

Responsibility

57
Q

the power to make final decisions and give commands

A

Authority

58
Q

refers to liability
accountable to assigned responsibility

A

Accountability

59
Q

Overseeing the activities of others.
* Consist of inspecting the work of another and or either approving or correcting the adequacy of performance.

A

SUPERVISION

60
Q

Transfer of information and understanding form one person to another.

A

COMMUNICATION

61
Q

COMMUNICATION PROCESS

A
  1. IDEATION
  2. ENCODING
  3. TRANSMISSION
  4. RECIEVING
  5. DECODING
  6. RESPONSE OR FEEDBACK
62
Q

Management function in which the performance is measured and corrective action is taken to ensure the accomplishment of the organizational goal.

A

Controlling

63
Q

one trait to influence the evaluation of one trait

A

Halo Error

64
Q

the evaluator is perfectionist

A

Horns error

Nursing Practice 3 & 4 (4 decks)

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