MANAGEMENT Flashcards

1
Q

is defined as a process of coordinating actions and allocating resources to achieve organizational goals.

A

Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

involves setting goals and

identifying ways to meet them.

A

Planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

is the process of ensuring that the

necessary human and physical resources are available to achieve the planning goals.

A

Organizing and staffing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

involves assigning work to the right person or group and specifying who has the authority to accomplish certain tasks.

A

Organizing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

is influencing others to achieve the organization’s goals
and involves energizing, directing, and persuading others to achieve
those goals.

A

Leading

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

is comparing actual performance to a standard and revising the original plan as needed to achieve the goals.

A

Controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

uses delegated authority within a

formal organization to organize , direct and control subordinates so nursing services are coordinated.

A

Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

It refers to middle and lower levels of hierarchy and is often the implementing body.

A

Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

is a process of getting things done

through people. It supervises people and uses resources in doing the tasks.

A

Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Nursing Management

includes:

A

planning,

organizing, directing and controlling

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

It is the higher level of hierarchy.

A

ADMINISTRATION

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

It is the policy making body and as such sets the policy for the organization.

A

ADMINISTRATION

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

It determines the aims and objectives of the organization that fully utilizes man, money, time, power, facilities in attaining goals and objectives.

A

ADMINISTRATION

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

It is a concept integral to management but is distinct from it in several important respects.

A

ADMINISTRATION

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

is an arrangement of people and
resources working in a planned manner
toward specified strategic goals.

A

Organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

It comprises the structure and process of a group working together to achieve an
identified goal.

A

Organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

It is also a body of persons, method, policies
and procedures arranged in a systematic
manner through delegation of functions and responsibilities for the accomplishment of a
purpose.

A

Organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

is a line linking the parts of an organization, its relationships, areas of responsibilities, persons to whom one is accountable; and channels of communication are designed to visually

A

Organizational Chart

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

outlines the purpose of the agency, and
in this case, the purpose of the hospital or the
organization that provides health care.

A

mission

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

outlines the organization’s future role and

functions. It gives the agency something to strive for.

A

Vision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

describes the vision of an organization.

A

Philosophy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

It is a statement of beliefs and values that direct the organization’s life or practice.

A

Philosophy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

It is that which propels the sense of purpose and

reason behind its structure and goals.

A

Philosophy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

It explains beliefs and gives direction to how the mission or purpose is achieved.

A

Philosophy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

are specific and concrete in terms of results to be achieved.

A

Objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

It is the backbone of one’s goals and

philosophy.

A

Objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

These are action commitments through which its mission and philosophy will be achieved.

A

Objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

states the beliefs and values of an organization

A

philosophy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

states the specific and measurable goals to be accomplished.

A

objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

is defined as a systematic, rational method of planning and providing individualized nursing care.

A

nursing process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Purpose of the Nursing Management Process

A
  1. To achieve scientifically based, holistic, individualized care for the
    patient
  2. To achieve the opportunity to work collaboratively with patients
    and others
  3. To achieve continuity of care
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Characteristics of the Nursing Management Process

A
○ Systematic
○ Dynamic
○ Interpersonal
○ Goal Directed
○Universally Applicable
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

It has an ordered sequence of activities, and each activity
depends on the accuracy of the activity that precedes it and influences
the activity following it.

A

Systematic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

It has greater interaction and overlapping among the activities and each activity is fluid and flows into the next activity.

A

Dynamic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

It ensures that nurses are patient centered rather than task
centered and encourages them to work to help patients use their strengths to
meet human needs.

A

Interpersonal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

It is a means for nurses and patients to work together to
identify specific goals related to wellness promotion, disease and illness
prevention, health restoration, coping and altered functioning, which are
most important to the patient, and match them with the appropriate nursing
actions.

A

Goal directed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

It allows nurses to practice nursing with well or ill people, young or old, in any type of practice setting.

A

Universally acceptable

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

theorist of Scientific Management Theory

A

Frederick Taylor

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

in order to address the growing need to improve industrial production.

A

Theory of Scientific Management

40
Q

The central premise of the theory is that management and labor both
want to increase productivity, and that it is possible to find “____________________” through which the worker is able to get the most work done
for the least energy spent.

A

one best

practice

41
Q

Basic Components of Scientific Management Theory

A
  1. Analysis and synthesis of the elements of the operation through
    time and motion.
  2. Scientific selection of workers.
  3. Training of workers.
  4. Proper tools and equipment.
  5. Proper incentives and payment.
42
Q

a Frenchman, called the Father of Systematic Management

A

Henri Fayol

43
Q

He came up with the theory that by guiding behavior in each
management situation with appropriate principles made management
more effective.

A

Henri Fayol

44
Q

The right to give orders and power to exact obedience.

A

Authority

45
Q

encourages continuous improvement in skills and the development and improvements in methods.

A

Specialization of Labor

46
Q

No slacking, bending of rules. The workers should be

obedient and respectful of the organization.

A

Discipline

47
Q

Each employee has one and only one boss to give instructions or assignments.

A

Unity of Command

48
Q

A single mind generates a single plan and all play their part in that plan but only one person is in charge of the group’s activities.

A

Unity of Direction

49
Q

When at work, only work things
should be pursued or thought about. The needs of the patients must take
precedence over the staff nurse’s personal needs in the same manner that a
leader should be concerned with the needs of the unit patients and
subordinates.

A

Subordination of Individual Interests

50
Q

Employees receive fair payment or compensation for services, not what the company can get away with.

A

Remuneration

51
Q

Consolidation of management functions.
Decisions are made from the top. This produce uniformity of action, utilizes
experts and reduces risks of errors in the performance of tasks.

A

Centralization of Authority

52
Q

Formal chain of command running

from top to bottom of the organization, like the military.

A

Chain of Command (Line of Authority)

53
Q

Focuses on importance of human
elements. Increases motivation of nurses at lower levels since they are
asked to participate in decision making.

A

Decentralization of Authority

54
Q

All materials and personnel have prescribed values and places, embodied in the institution’s policies and regulations, and they must remain there.

A

Material and Social Order

55
Q

Fair and just treatment (but not necessarily identical treatment); no favoritism.

A

Equity and Justice

56
Q

Limited turnover of personnel. Lifetime employment for good workers. Granting security of tenure or permanent status after a satisfactory performance.

A

Personnel Tenure

57
Q

Thinking out a plan and do what it takes to make it happen.

A

Initiative

58
Q

Interconnectedness of people within the organization from top to bottom.

A

Scalar Chain

59
Q

Line of authority.

A

Hierarchy

60
Q

Nurses are rational beings and must be allowed to work their minds in problem solving and decision making.

A

Motivation of Personnel

61
Q

Harmony, cohesion among personnel.

A

Esprit de corps

62
Q

known as the Father of the Theory of

Social and Economic Organization

A

Max Weber

63
Q

propounded similar principles of
management, although what he advocated was a complex form of
bureaucracy based on hierarchy of authority, division of work based on
specialization of function.

A

Max Weber - Organizational Theory

64
Q

focused on the motivation of individuals and groups alike towards achieving a common goal.

A

Social Process

65
Q

they tested the assumptions of the Scientific Management Theory through studies called the Hawthorne Effect.

A

Elton Mayo and Fritz Roethlisberger

66
Q

refers to a momentary change of behavior or performance in response to a change in a worker’s environment, the response is usually being an improvement.

A

Hawthorne Effect

67
Q

Father of Modern Corporate Management, he developed Management by Objectives which is a consensual process where both management and rank and file meet in order to understand
and agree on the organization’s objectives.

A

Peter Drucker

68
Q

He posited the view that in hospitals and other service institutions, decisions are made by employees at all levels of organization, forming a network of decision makers.

A

Herbert Simon

69
Q

the search for the best alternative
possible, an approach used by Simon’s
“economic

A

Optimizing

70
Q

using the first workable solution and
was applied by Simon’s “administrative man”. If one approach went with is best, this one went with what is enough to work out.

A

Satisfying

71
Q

he named the three basic roles of the typical manager,

A

Henry Mintzberg

72
Q

name the three basic roles of the typical manager

A
  • Interpersonal role
  • Informational role
  • Decision making role
73
Q

figurehead, a leader and a liaison inside and outside the organization.

A

Interpersonal role

74
Q

monitoring the organization, sharing information observed and finally serving as a spokesperson.

A

Informational role

75
Q

the manager is all at once an entrepreneur, disturbance handler, negotiator and allocator.

A

Decision making role

76
Q

Father of Humanistic Psychology.

A

Abraham Maslow

77
Q

Under the Maslow’s Hierarchy of Needs, there

are five levels of needs:

A
○ Physiological
○ Safety and Security
○ Love and Belongingness
○ Self esteem
○ Self actualization
78
Q

he came up with the

Two Factor Theory , which posits that the two factors influence people

A

Ferdinand Herzberg

79
Q

are those which can negatively influence people.

A

Hygiene Factors

80
Q

can result in their satisfaction and psychological growth.

A

Motivation Factors

81
Q

he developed the Human

Relations School of Management.

A

Douglas McGregor

82
Q

is a Japanese sociologist expanded and enlarged Theory Y with so called Theory Z.

A

William G. Ouchi

83
Q

This humanistic nature focuses on finding better ways to motivate people in order to increase worker satisfaction and therefore productivity.

A

William G. Ouchi’s Theory Z

84
Q

Seven S:

A
  • Superordinate goals
  • Strategy
  • Structure
  • Systems
  • Staff
  • Skills
  • Style
85
Q

Soft “S”

A
  • Staff
  • Skills
  • Style
86
Q

Hard “S”

A
  • Superordinate goals
  • Strategy
  • Structure
  • Systems
87
Q

those which hold the organization together

A

Superordinate goals

88
Q

method of doing things

A

Strategy

89
Q

concern with the physical plant

and facilities

A

Structure

90
Q

coherence of all parts of the

organization for a common goal

A

Systems

91
Q

concern for the right people to

do the job

A

Staff

92
Q

developing and training people

A

Skills

93
Q

the manner of handling peers,

subordinates and superiors

A

Style

94
Q

Three major features of a Type Z organization:

A
  1. Trust
  2. Subtlety
  3. Intimacy
95
Q

between members of an
organization reduces conflict and leads to
teamwork.

A

Mutual trust

96
Q

requires sensitivity towards others and

yields higher productivity.

A

Subtlety

97
Q

implies concern, support and

disciplined unselfishness.

A

Intimacy