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COMPREHENSIVE PHASE > Leadership and Management > Flashcards

Leadership and Management Flashcards

1
Q

Leader: Doing the right thing

A

Manager: Doing things right

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2
Q

Leader: innovative, open for change

A

Manager: Administer and make decision

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3
Q

Leader: asks What and Why

A

Manager: asks How and When

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4
Q

Leader: Focus on people

A

Manager: Focus on system

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5
Q

Leader: Develops and inspires trust

A

Manager: Relies on control

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6
Q

Leaders are born, not made

A

GREAT MAN

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7
Q

The leadership traits of parents are transferred to their offspring

A

TRAIT THEORY

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8
Q

Leaders can adapt to the situation

A

SITUATIONAL THEORY/ CONTINGENCY

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9
Q

Leadership can be learned (made), not born

A

BEHAVIORAL THEORY

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10
Q

[PAL]

Punishment/Reward
Accomplish a predetermined goal
Leads the people

A

TRANSACTIONAL/ MANAGEMENT THEORY

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11
Q

What theory in leadership and management can be observed in political dynasty?

A

TRAIT THEORY

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12
Q

What theory in leadership and management can be inferred on the situation where most Senators are elderlies?

A

Behavioral Theory

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13
Q

Has a vision (has a long-term goal)

A

TRANSFORMATIONAL/ RELATIONSHIP
THEORY

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14
Q

[CHUM]

Communication is the base for goal achievement

Highly visible; Hands-on

Utilizes the chain of command

Motivational (towards self-improvement)

A

TRANSFORMATIONAL/ RELATIONSHIP
THEORY

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15
Q

Leader asks for suggestions and opinions of the member before arriving on a final decision

A

PARTICIPATIVE THEORY

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16
Q

concept in participative theory wherein there is process of voting

A

majority rule

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17
Q

Leader inspires the members towards the achievement of their goal

A

PATH GOAL THEORY

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18
Q

Impoverished Management
Produce or Perish Management
Middle of the Road Management
Country Club Management
Team Management

A

Blake-Mouton Managerial Grid

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19
Q

low results, low people
ineffective people

A

Impoverished Management

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20
Q

high results, but low regards on people

A

Produce or Perish Management

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21
Q

medium result, medium people

A

Middle of the Road Management

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22
Q

high regards on people, high quality produced output

A

Team Management

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22
Q

high regards on people, but low results

A

Country Club Management

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22
Q

X-axis of Blake Mouton Managerial Grid

A

Concern for Production (performance/output)

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22
Q

ELEMENTS OF MANAGEMENT

A

Planning Organizing
Staffing Directing Control

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22
Q

Y-axis of Blake Mouton Managerial Grid

A

Concern for People (staff/employee)

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22
Q

Pre-determining a course of action in order to arrive at a desired result

A

PLANNING

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22
Q

→ Long range planning
→ Extends from 3-5 years in the future
→ done by CEO, admin, president, medical director, chief nurse

A

Strategic Planning

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23
Q

→ Short range planning
→ Day to day span
→ done by head nurse, charge nurse, team leader

A

Operational Planning

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24
Q

Desired future condition

A

VISION

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25
Q

Future roles and function of the organization with specific timeframe

A

GOAL

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26
Q

[TR Service]

Target Client
Reason for existence
Services provided

A

MISSION

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27
Q

Beliefs and values that directs practice

A

PHILOSOPHY

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28
Q

Specific actions in order to achieve the other elements of planning (to reach the goal, mission, vision)

SMART

A

OBJECTIVE

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28
Q

expected generated income of the organization within 1 year

A

Revenue Budget

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29
Q

[FAP]

Financial Road Map
Annual Operating Plan
Plan for estimate future costs

A

Budget

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29
Q

Money on hand of the organization

A

Cash Budget

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29
Q

Outlines programmed acquisition, disposals, and
improvement in institutions’ physical capacity

A

Capital Budget

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30
Q

Expected activity in operational and financial term in 1 year

A

Expense Budget

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30
Q

budget for ECG machine, doors and windows, repainting of walls, new room / building

A

Capital Budget (non routinary expense)

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31
Q

Salary, Bills, Rent

A

Expense Budget (routinary expense)

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32
Q

establishing formal authority

A

ORGANIZING

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32
Q

budget for emergency purposes

A

Cash Budget

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33
Q

→ creates strategic planning
→ CREATES rules, regulations, and policies
→ establishes the mission, vision, philosophy
→ makes the final decision

A

TOP LEVEL MANAGERS

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34
Q

→ creates only operational planning
→ deals with immediate problem of the organization
→ first line of defense of the organization

A

FIRST LEVEL MANAGERS

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34
Q

→ 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

A

MIDDLE LEVEL MANAGERS

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35
Q

Level of managers that includes admin, CEO, President, Medical Director, Chief Nurse

A

Top Level Managers

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35
Q

Level of managers that includes the supervisor, coordinator, manager

A

Middle Level Managers (versatile)

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35
Q

Level of managers that includes the head nurse, charge nurse, team leader, senior staff nurse, primary nurse

A

First Level Managers

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36
Q

→ exchange of ideas and information
→ Starts with staff nurse

A

COMMUNICATION (INTERPERSONAL)

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37
Q

→ staff nurse to manager

A

Upward Communication

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38
Q

→ From managers to staff

A

Downward Communication

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38
Q

→ staff to staff

A

Horizontal communication

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39
Q

→ staff to patient

A

Outward Communication

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40
Q
  1. Discharge plan
  2. Health teaching
  3. Community Diagnosis
A

Outward Communication

41
Q
  1. endorsement
  2. referral
  3. conference
  4. meetings
A

Horizontal communication

41
Q
  1. resignation
  2. incident report
  3. budget proposal
  4. recommendations, advice, suggestion
A

Upward Communication

41
Q
  1. termination
  2. memo
  3. schedule
  4. rules and regulations
  5. disciplinary action
  6. bonus and incentive
A

Downward Communication

42
Q

→ Right to make decisions without approval of higher administrators

A

AUTHORITY

43
Q

Set of behaviors expected to an individual

A

ROLE

43
Q

→ starts from top to subordinates (delegate)

A

Line Authority

44
Q

→ Pure advise, recommendations, suggestions,
support and offering services

A

Staff Authority

45
Q

Right to “practice” your authority

A

POWER

45
Q

→ Authority given to a person or department over a
specific task
→ Delegates task to a committee.

A

Functional Authority

46
Q

→ AKA: Punitive power
→ Ability to give punishment

A

Coercive Power

46
Q

→ Opposite of coercive power
→ Ability to give reward/ incentive everytime there is
a good output or performance

A

Reward Power

46
Q

→ Power that comes from a position ( from administrative position)

A

Legitimate Power

47
Q

→ Power based on knowledge/ skills of an individual

A

Expert Power

47
Q

→ Ability to persuade people using charm/ charisma

A

Referent Power

47
Q

→ Refers on ranks/position depending on the
competence (skills and abilities) of an individual

A

STATUS

48
Q

→ Links all person in the organization and who reports to whom
→ Starts from top to subordinate

A

CHAIN OF COMMAND

48
Q

→ Manager delegates to a subordinate

A

Scalar Principle or hierarchy

48
Q

→ Employee should only report to one superior

A

Unity of Command

49
Q

→ Employees who perform similar task should be grouped together to accomplish one goal

A

HOMOGENOUS ASSIGNMENT

50
Q

→ First level managers has the right to make a decision, but only in routinary and common situation

e.g. during earthquake, they cannot decide

A

EXCEPTION PRINCIPLE

51
Q

A process of giving specified decision making to the lower levels of the organization

A

DECENTRALIZATION

51
Q

→ 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

A

SPAN OF CONTROL

52
Q

→ Set of duties and responsibilities that are specific
for each job

A

JOB DESCRIPTION

53
Q

→ Backbone/ skeleton of the organization

A

ORGANIZATIONAL CHART

53
Q

→ It is a process of:

a. Forming groups
b. Chain of command
c. Span of control
d. Lines of communication

= Entire organizational chart

A

ORGANIZATIONAL STRUCTURE

54
Q

→ Indicates authority level of position
→ Mas malaki ang box ng may authority

A

Box

54
Q

→ Informal or advisory position
→ Not part of the organization
→ not accountable sa baba

A

Broken Line

55
Q

→ “formal” or “direct” relationship
→ indicates that you are a part of the organization

A

Straight Line

56
Q

→ Indicates the person, departments, and positions

A

Rectangle

57
Q

→ Represents flow of communication
→ Starts at Staff Nurse

A

Arrow

58
Q

→ Limited number of personnel per manager
→ Limited span of control
→ AKA pyramid

A

Tall or vertical Organizational Chart

58
Q

→ Wider span of control
→ Seen on the org chart of the entire hospital structure

A

Flat/ Departmentalization
Organizational Chart

59
Q

Assigning COMPETENT people to fill the roles designed in the hierarchy.

A

STAFFING

60
Q

→ A timetable showing the number of off duties, on
duty, and relievers needed on that day

A

Scheduling

61
Q

Chief nurse is the one who writes/ creates the
schedule for the whole month

A

Centralized Scheduling

62
Q

Head Nurse or managers are the one who creates the schedule for every cut off

A

Decentralized Scheduling

62
Q

A schedule that shifts every week (now AM, next PM, then AM)

-also by Head Nurse or managers

A

Cyclical Scheduling

63
Q

Determinants of Staffing

A
  1. Number of patients
  2. Number of personnel
  3. Classification of patients
  4. Patient care delivery system (PCDS)
64
Q

Patient types: can perform ADLs
Ratio: 1:5
NCH: 1.5 hours

A

LEVEL 1: Self- Care or Minimal Care

64
Q

Patient types: can perform ADLs but with some assistance
Ratio: 1:3
NCH: 3 hours

A

LEVEL 2: Moderate Care/ Intermediate

65
Q

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

A

LEVEL 3: Total, Complete, or Intensive Care

66
Q

Patient types: nurse performs the ADLs, VS every 15-30mins, Intake and output hourly

  • comatose with several contraptions

Ratio: 1:1
NCH: 6 hours

A

LEVEL 4: Highly specialized Critical Care

67
Q

Task- oriented

Task will be divided and the nurse will only perform the assigned task to him/her

A

FUNCTIONAL NURSING

68
Q

→ One (1) nurse is responsible for total care if one (1) patient

→ highest accountability (24-hour accountability)

A

CASE NURSING/ TOTAL CARE NURSING

69
Q

→ One (1) RN is to small group of patient (3-5 or 4-6 patients)

A

✰ PRIMARY NURSING

70
Q

Combination of primary and team nursing

A

MODULAR METHOD

71
Q

Heart of Team Nursing

A

Team Conference /
Team Collaboration

71
Q

→ Like functional, pero ang dinidivide ay case ng
patient

A

CASE MANAGEMENT

72
Q

Focus of Team Nursing

A

Patient-centered Care!

73
Q

Heart of management
→ Process of overseeing and directing the performance of personnel

A

DIRECTING

74
Q

→ Leader makes decision
condescending behavior [mataas tingin sa sarili, mababa tingin sa subordinate]

A

Authoritative Decision Making Style

75
Q

Consults the team

A

Consultative Decision Making Style

76
Q

esprit de corps

A

harmony

77
Q

unity of direction

A

having 1 goal

77
Q

transparent decision-making that reflects shared interests and shared responsibility of all constituency groups

A

shared governance

77
Q

→ Transferring of responsibility from higher to lower authority

A

DELEGATION

77
Q

immediately praise for a job-well done

provide feedbacks in the nursing station

A

Delegation

78
Q

Who collects sputum and analyze it?

A

Microscopists / Medical Technologists

78
Q

What can be delegated to Nursing Assistants?

A
  1. Transporting the pt
  2. ADLs
  3. Restocking Supplies
  4. ECG placement and Non-invasive Blood Procedures
    > Collecting Data from stable pt
    > Collecting data or samples / Simple Specimens
  5. Clerical Duties
79
Q

In a far flung community, who collects sputum?

A

Barangay health workers

80
Q

Let- alone type of leadership

A

PERMISSIVE /
ULTRALIBERAL /
LAISSEZ-FAIRE STYLE

81
Q

→ Leader makes decision without input from member
→ Effective during emergency cases

A

AUTOCRATIC/ THEORY X/ CENTRIC LEADERSHIP

82
Q

Both the leader and the members make the
decision for the organization.

A

DEMOCRATIC/ PARTICIPATIVE/ CONSULTATIVE

83
Q

→ Flexibility of leadership style

A

SITUATIONAL/CONTINGENCY LEADERSHIP

84
Q

→ Uses charm to motivate the people

A

CHARISMATIC LEADERSHIP

85
Q

→ Leadership by example
serve > to be served

A

SERVANT LEADERSHIP

86
Q

→ Evaluation of performance of personnel
: The process of assessing the performance of the employees

A

CONTROLLING

87
Q

→ Evaluation of performance based on the STANDARDS (process)

A

Performance Apprasial

87
Q

Basis of the Evaluation of performance of personnel

A

Basis: Standard developed during the planning phase

87
Q

→ Evaluation of the degree of excellence (of services) based on the health OUTCOME

A

Quality Assurance

88
Q

Periodic review of the utilization of all the materials and supplies used by each unit

A

Control of Resources

89
Q

First Offense of Disciplinary Action

A

oral warning

89
Q

: Obedience to rules/ policies of the organization
: Making the employees responsible for their actions

A

Discipline

90
Q

Third Offense of Disciplinary Action

A

suspension

91
Q

Second Offense of Disciplinary Action

A

written (memo) warning

92
Q

Fourth Offense of Disciplinary Action

A

assess ability to change behavior / situation

if can still change: Suspend for the mean time
if not: Terminate

93
Q

Evaluation of the medical and clinical records in order to determine the effectiveness of nursing interventions

A

NURSING AUDIT

(checks action, response (outcome) -FDAR

94
Q

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

A

Structure Audit

94
Q

Evaluation of the nursing intervention provided to
the patient

A

Outcome Audit

“response” in FDAR

95
Q

Evaluation of the intervention itself (not the outcome).

Evaluation on how the care is given.

A

Process Audit

“action” in FDAR

COMPREHENSIVE PHASE (8 decks)

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