Leadership and Management Flashcards
Leader: Doing the right thing
Manager: Doing things right
Leader: innovative, open for change
Manager: Administer and make decision
Leader: asks What and Why
Manager: asks How and When
Leader: Focus on people
Manager: Focus on system
Leader: Develops and inspires trust
Manager: Relies on control
Leaders are born, not made
GREAT MAN
The leadership traits of parents are transferred to their offspring
TRAIT THEORY
Leaders can adapt to the situation
SITUATIONAL THEORY/ CONTINGENCY
Leadership can be learned (made), not born
BEHAVIORAL THEORY
[PAL]
Punishment/Reward
Accomplish a predetermined goal
Leads the people
TRANSACTIONAL/ MANAGEMENT THEORY
What theory in leadership and management can be observed in political dynasty?
TRAIT THEORY
What theory in leadership and management can be inferred on the situation where most Senators are elderlies?
Behavioral Theory
Has a vision (has a long-term goal)
TRANSFORMATIONAL/ RELATIONSHIP
THEORY
[CHUM]
Communication is the base for goal achievement
Highly visible; Hands-on
Utilizes the chain of command
Motivational (towards self-improvement)
TRANSFORMATIONAL/ RELATIONSHIP
THEORY
Leader asks for suggestions and opinions of the member before arriving on a final decision
PARTICIPATIVE THEORY
concept in participative theory wherein there is process of voting
majority rule
Leader inspires the members towards the achievement of their goal
PATH GOAL THEORY
Impoverished Management
Produce or Perish Management
Middle of the Road Management
Country Club Management
Team Management
Blake-Mouton Managerial Grid
low results, low people
ineffective people
Impoverished Management
high results, but low regards on people
Produce or Perish Management
medium result, medium people
Middle of the Road Management
high regards on people, high quality produced output
Team Management
high regards on people, but low results
Country Club Management
X-axis of Blake Mouton Managerial Grid
Concern for Production (performance/output)
ELEMENTS OF MANAGEMENT
Planning Organizing
Staffing Directing Control
Y-axis of Blake Mouton Managerial Grid
Concern for People (staff/employee)
Pre-determining a course of action in order to arrive at a desired result
PLANNING
→ Long range planning
→ Extends from 3-5 years in the future
→ done by CEO, admin, president, medical director, chief nurse
Strategic Planning
→ Short range planning
→ Day to day span
→ done by head nurse, charge nurse, team leader
Operational Planning
Desired future condition
VISION
Future roles and function of the organization with specific timeframe
GOAL
[TR Service]
Target Client
Reason for existence
Services provided
MISSION
Beliefs and values that directs practice
PHILOSOPHY
Specific actions in order to achieve the other elements of planning (to reach the goal, mission, vision)
SMART
OBJECTIVE
expected generated income of the organization within 1 year
Revenue Budget
[FAP]
Financial Road Map
Annual Operating Plan
Plan for estimate future costs
Budget
Money on hand of the organization
Cash Budget
Outlines programmed acquisition, disposals, and
improvement in institutions’ physical capacity
Capital Budget
Expected activity in operational and financial term in 1 year
Expense Budget
budget for ECG machine, doors and windows, repainting of walls, new room / building
Capital Budget (non routinary expense)
Salary, Bills, Rent
Expense Budget (routinary expense)
establishing formal authority
ORGANIZING
budget for emergency purposes
Cash Budget
→ creates strategic planning
→ CREATES rules, regulations, and policies
→ establishes the mission, vision, philosophy
→ makes the final decision
TOP LEVEL MANAGERS
→ creates only operational planning
→ deals with immediate problem of the organization
→ first line of defense of the organization
FIRST LEVEL MANAGERS
→ creates both strategic and operational planning
→ responsible for IMPLEMENTATION of rules and
regulations
→ responsible for coordinating the effort of first level towards the top level
MIDDLE LEVEL MANAGERS
Level of managers that includes admin, CEO, President, Medical Director, Chief Nurse
Top Level Managers
Level of managers that includes the supervisor, coordinator, manager
Middle Level Managers (versatile)
Level of managers that includes the head nurse, charge nurse, team leader, senior staff nurse, primary nurse
First Level Managers
→ exchange of ideas and information
→ Starts with staff nurse
COMMUNICATION (INTERPERSONAL)
→ staff nurse to manager
Upward Communication
→ From managers to staff
Downward Communication
→ staff to staff
Horizontal communication
→ staff to patient
Outward Communication
- Discharge plan
- Health teaching
- Community Diagnosis
Outward Communication
- endorsement
- referral
- conference
- meetings
Horizontal communication
- resignation
- incident report
- budget proposal
- recommendations, advice, suggestion
Upward Communication
- termination
- memo
- schedule
- rules and regulations
- disciplinary action
- bonus and incentive
Downward Communication
→ Right to make decisions without approval of higher administrators
AUTHORITY
Set of behaviors expected to an individual
ROLE
→ starts from top to subordinates (delegate)
Line Authority
→ Pure advise, recommendations, suggestions,
support and offering services
Staff Authority
Right to “practice” your authority
POWER
→ Authority given to a person or department over a
specific task
→ Delegates task to a committee.
Functional Authority
→ AKA: Punitive power
→ Ability to give punishment
Coercive Power
→ Opposite of coercive power
→ Ability to give reward/ incentive everytime there is
a good output or performance
Reward Power
→ Power that comes from a position ( from administrative position)
Legitimate Power
→ Power based on knowledge/ skills of an individual
Expert Power
→ Ability to persuade people using charm/ charisma
Referent Power
→ Refers on ranks/position depending on the
competence (skills and abilities) of an individual
STATUS
→ Links all person in the organization and who reports to whom
→ Starts from top to subordinate
CHAIN OF COMMAND
→ Manager delegates to a subordinate
Scalar Principle or hierarchy
→ Employee should only report to one superior
Unity of Command
→ Employees who perform similar task should be grouped together to accomplish one goal
HOMOGENOUS ASSIGNMENT
→ First level managers has the right to make a decision, but only in routinary and common situation
e.g. during earthquake, they cannot decide
EXCEPTION PRINCIPLE
A process of giving specified decision making to the lower levels of the organization
DECENTRALIZATION
→ Number of workers that a supervisor can effectively manage is limited. Depends on the number which one supervisor can teach, assist, and help to reach the objective
SPAN OF CONTROL
→ Set of duties and responsibilities that are specific
for each job
JOB DESCRIPTION
→ Backbone/ skeleton of the organization
ORGANIZATIONAL CHART
→ It is a process of:
a. Forming groups
b. Chain of command
c. Span of control
d. Lines of communication
= Entire organizational chart
ORGANIZATIONAL STRUCTURE
→ Indicates authority level of position
→ Mas malaki ang box ng may authority
Box
→ Informal or advisory position
→ Not part of the organization
→ not accountable sa baba
Broken Line
→ “formal” or “direct” relationship
→ indicates that you are a part of the organization
Straight Line
→ Indicates the person, departments, and positions
Rectangle
→ Represents flow of communication
→ Starts at Staff Nurse
Arrow
→ Limited number of personnel per manager
→ Limited span of control
→ AKA pyramid
Tall or vertical Organizational Chart
→ Wider span of control
→ Seen on the org chart of the entire hospital structure
Flat/ Departmentalization
Organizational Chart
Assigning COMPETENT people to fill the roles designed in the hierarchy.
STAFFING
→ A timetable showing the number of off duties, on
duty, and relievers needed on that day
Scheduling
Chief nurse is the one who writes/ creates the
schedule for the whole month
Centralized Scheduling
Head Nurse or managers are the one who creates the schedule for every cut off
Decentralized Scheduling
A schedule that shifts every week (now AM, next PM, then AM)
-also by Head Nurse or managers
Cyclical Scheduling
Determinants of Staffing
- Number of patients
- Number of personnel
- Classification of patients
- Patient care delivery system (PCDS)
Patient types: can perform ADLs
Ratio: 1:5
NCH: 1.5 hours
LEVEL 1: Self- Care or Minimal Care
Patient types: can perform ADLs but with some assistance
Ratio: 1:3
NCH: 3 hours
LEVEL 2: Moderate Care/ Intermediate
Patient types: nurse performs the ADLs, VS every 30min-1hr
-bedridden, post-op, with chest tub, with oxygen
Ratio: 1:2
NCH: 4.5 hours
LEVEL 3: Total, Complete, or Intensive Care
Patient types: nurse performs the ADLs, VS every 15-30mins, Intake and output hourly
- comatose with several contraptions
Ratio: 1:1
NCH: 6 hours
LEVEL 4: Highly specialized Critical Care
Task- oriented
Task will be divided and the nurse will only perform the assigned task to him/her
FUNCTIONAL NURSING
→ One (1) nurse is responsible for total care if one (1) patient
→ highest accountability (24-hour accountability)
CASE NURSING/ TOTAL CARE NURSING
→ One (1) RN is to small group of patient (3-5 or 4-6 patients)
✰ PRIMARY NURSING
Combination of primary and team nursing
MODULAR METHOD
Heart of Team Nursing
Team Conference /
Team Collaboration
→ Like functional, pero ang dinidivide ay case ng
patient
CASE MANAGEMENT
Focus of Team Nursing
Patient-centered Care!
Heart of management
→ Process of overseeing and directing the performance of personnel
DIRECTING
→ Leader makes decision
condescending behavior [mataas tingin sa sarili, mababa tingin sa subordinate]
Authoritative Decision Making Style
Consults the team
Consultative Decision Making Style
esprit de corps
harmony
unity of direction
having 1 goal
transparent decision-making that reflects shared interests and shared responsibility of all constituency groups
shared governance
→ Transferring of responsibility from higher to lower authority
DELEGATION
immediately praise for a job-well done
provide feedbacks in the nursing station
Delegation
Who collects sputum and analyze it?
Microscopists / Medical Technologists
What can be delegated to Nursing Assistants?
- Transporting the pt
- ADLs
- Restocking Supplies
- ECG placement and Non-invasive Blood Procedures
> Collecting Data from stable pt
> Collecting data or samples / Simple Specimens - Clerical Duties
In a far flung community, who collects sputum?
Barangay health workers
Let- alone type of leadership
PERMISSIVE /
ULTRALIBERAL /
LAISSEZ-FAIRE STYLE
→ Leader makes decision without input from member
→ Effective during emergency cases
AUTOCRATIC/ THEORY X/ CENTRIC LEADERSHIP
Both the leader and the members make the
decision for the organization.
DEMOCRATIC/ PARTICIPATIVE/ CONSULTATIVE
→ Flexibility of leadership style
SITUATIONAL/CONTINGENCY LEADERSHIP
→ Uses charm to motivate the people
CHARISMATIC LEADERSHIP
→ Leadership by example
serve > to be served
SERVANT LEADERSHIP
→ Evaluation of performance of personnel
: The process of assessing the performance of the employees
CONTROLLING
→ Evaluation of performance based on the STANDARDS (process)
Performance Apprasial
Basis of the Evaluation of performance of personnel
Basis: Standard developed during the planning phase
→ Evaluation of the degree of excellence (of services) based on the health OUTCOME
Quality Assurance
Periodic review of the utilization of all the materials and supplies used by each unit
Control of Resources
First Offense of Disciplinary Action
oral warning
: Obedience to rules/ policies of the organization
: Making the employees responsible for their actions
Discipline
Third Offense of Disciplinary Action
suspension
Second Offense of Disciplinary Action
written (memo) warning
Fourth Offense of Disciplinary Action
assess ability to change behavior / situation
if can still change: Suspend for the mean time
if not: Terminate
Evaluation of the medical and clinical records in order to determine the effectiveness of nursing interventions
NURSING AUDIT
(checks action, response (outcome) -FDAR
Evaluation of the SETTING (physical) where the nursing care is given
Evaluation of the EMPLOYEES: Includes the qualifications of personnel, their financial composition, and other information about the hospital itself
Structure Audit
Evaluation of the nursing intervention provided to
the patient
Outcome Audit
“response” in FDAR
Evaluation of the intervention itself (not the outcome).
Evaluation on how the care is given.
Process Audit
“action” in FDAR
