Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Leadership and Management > Management Process: Directing > Flashcards

Management Process: Directing Flashcards

1
Q

Leaders should apply techniques, skills, and knowledge of motivational theory to help workers achieve what they want out of work.

A

Directing

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

______ is the force within the individual that influences or directs behavior.

A

Motivation

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

Motivational Theories (6)

A
  • Maslow’s hierarchy of Needs and Theory of Human Motivation
  • Operant Conditioning and Behavior Modification
  • Herzberg’s Two-Factor Theory
  • Vroom’s Expectancy Model
  • McGregor’s Theory X and Theory Y
  • McClelland’s Three Basic Needs
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

_______, people are motivated to satisfy certain needs, from basic survival to complex psychological needs, and people seek a higher need only when the lower needs have been met.

A

Maslow’s Hierarchy of Needs and Theory of Human Motivation

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

_______ demonstrated that people could be conditioned to behave in a certain way based on a consistent reward or punishment system

A

Skinner; Operant Conditioning and Behavior Modification

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

_______ believed that employees can be motivated by the work itself and that there is an internal or personal need to meet organizational goals.

A

Frederick Herzberg; Two-Factor Theory

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

_______, looks at motivation in terms of the person’s valence, or preferences based on social values.

A

Victor Vroom

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

A person’s expectations about his or her environment or a certain event will influence behavior.

A

Vroom’s Expectancy Model

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

_______ examined the importance of a manager’s assumptions about workers on the intrinsic motivation of the workers.

A

Douglas McGregor; Theory X and Theory Y

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

_______ examined what motives guide a person to action.

A

David McClelland; Three Basic Needs

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

McClelland’s Three Basic Needs

A

Achievement-oriented
Affiliation-oriented
Power-oriented

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

______ people actively focus on improving what is; they transform ideas into action, judiciously and wisely, taking risks when necessary.

A

Achievement-oriented

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

______ people focus their energies on families and friends; their overt productivity is less because they view their contribution to society in a different light from those who are achievement oriented.

A

Affiliation-oriented

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

______ people are motivated by the power that can be gained as a result of a specific action. They want to command attention, get recognition, and control others.

A

Power-oriented

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

______ is the exchange of thoughts, messages, or information, by speech, signals, writing, or behavior.

A

Communication

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

Channels of communication

A

Upward
Downward
Horizontal
Diagonal
Grapevine

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

The manager is a subordinate to higher management.

A

Upward Communication

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

The manager relays information to subordinates.

A

Downward Communication

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

Managers interact with others on the same hierarchical level as themselves who are managing different segments of the organization.

A

Horizontal Communication

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

The manager interacts with personnel and managers of other departments and groups who are not on the same level of the organizational hierarchy.

A

Diagonal Communication

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

Flows quickly and haphazardly among people at all hierarchical levels and usually involves three or four people at a time.

A

Grapevine Communication

22
Q

Communication Skills

A

Assertive
Passive
Aggressive
Passive-aggressive

23
Q

______ communication allows people to express themselves in direct, honest, and appropriate ways that do not infringe on another person’s rights.

A

Assertive

24
Q

_______ communication occurs when a person suffers in silence although he or she may feel strongly about the issue.

A

Passive

25
Q

______ communication is generally direct, threatening, and condescending.

A

Aggressive

26
Q

______ communication is an aggressive message presented in a passive way. This person feigns withdrawal in an effort to manipulate the situation.

A

Passive-aggressive

27
Q

SBAR

A

Situation
Background
Assessment
Recommendation

28
Q

Principles for Social Networking and the Nurse

A

Nurses must not transmit or place online individually identifiable patient information.

Nurses must observe ethically prescribed professional patient–nurse boundaries.

Nurses should understand that patients, colleagues, institutions, and employers may view postings.

Nurses should take advantage of privacy settings and seek to separate personal and professional information online.

Nurses should bring content that could harm a patient’s privacy, rights, or welfare to the attention of appropriate authorities.

Nurses should participate in developing institutional policies governing online conduct.

29
Q

______ is getting work done through others or as directing the performance of one or more people to accomplish organizational goals.

A

Delegation

30
Q

5 Rights in Delegation

A

Right Task
Right Circumstances
Right Person
Right Direction or Communication
Right Level of Supervision

31
Q

Criteria for Delegation to Unlicensed Personnel

A

1) Frequently recur in the daily care of a client or group of clients

2) Are performed according to an established (standardized) sequence of step

3) Involve little or no modification from one client-care situation to another

4) Maybe performed with a predictable outcome

5) Do not inherently involve ongoing assessment, interpretation, or decision making which cannot be logically separated from the procedure(s) itself

6) Do not endanger the health or well-being of clients are allowed by agency policy/procedures

32
Q

Do delegate

A

ADLs
Range of motion/positioning
Data collection (intake and output, weight, etc.)

33
Q

Don’t delegate

A

Assessments and reassessments
Care planning and evaluation
When to contact physician, nurse practitioner, or physician assistant

34
Q

______ generally defined as the internal or external discord that results from differences in ideas, values, or feelings between two or more people

A

Conflict

35
Q

______ is neither good nor bad, and it can produce growth or destruction, depending on how it is managed.

A

Conflict

36
Q

Categories of Conflict

A

Intergroup Conflict
Intrapersonal Conflict
Interpersonal Conflict

37
Q

______ conflict occurs between two or more groups of people, departments, and organizations.

A

Intergroup

38
Q

______ conflict occurs within the person. It involves an internal struggle to clarify contradictory values or wants.

A

Intrapersonal

39
Q

______ conflict happens between two or more people with differing values, goals, and beliefs and may be closely linked with bullying, incivility, and mobbing.

A

Interpersonal

40
Q

______ is repeated, offensive, abusive, intimidating, or insulting behaviors; abuse of power; or unfair sanctions that make recipients feel humiliated, vulnerable, or threatened, thus creating stress and undermining their self-confidence.

A

Bullying

41
Q

______ is behavior that lacks authentic respect for others that requires time, presence, willingness to engage in genuine discourse and intention to seek common ground.

A

Incivility

42
Q

______ occurs when employees “gang up” on an individual.

A

Mobbing

43
Q

When bullying, incivility, and mobbing occur in the workplace, this is known as ______.

A

Workplace Violence

44
Q

Conflict Resolution Strategies

A

Avoiding
Collaborating
Compromising
Competing
Cooperating
Smoothing

45
Q

______ parties involved are aware of a conflict but choose not to acknowledge it or attempt to resolve it.

A

Avoiding

46
Q

______ all parties set aside their original goals and work together to establish a supraordinate or priority common goal.

A

Collaborating

47
Q

______ each party gives up something it wants.

A

Compromising

48
Q

______ one party pursues what it wants at the expense of others.

A

Competing

49
Q

______ one party sacrifices his or her beliefs and allows the other party to win.

A

Cooperating

50
Q

______ one party in a conflict attempts to pacify the other party or to focus on agreements rather that differences.

A

Smoothing

Leadership and Management (7 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions