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MIDTERM Flashcards

1
Q

benchmarking

A

process of measuring products, practices, and services against other best performing organizations
-Allows organizations to compare their performance within the organization and with others

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2
Q

What drives improvement in regards to benchmarking

A

data

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3
Q

best practices

A

a program or protocol developed relating to improvements to quality of life, quality of care, staff development, or cost-effectiveness practices
 Institutions submit outcomes related to quality improvement initiatives
 If improvement that hospital has made and data submitted with it has added to EBP and quality, can be designated as a “best practice”

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4
Q

What are the 3 measures of quality

A

1) structure
2) process
3) outcome

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5
Q

authentic leadership

A

in order to lead, leaders must be true to themselves & their values and act accordingly
o Leadership that stands according to their values
o Makes decisions based on those values
o Takes great courage to lead in this way
o Empowers greatness

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6
Q

thought leadership

A

-person who is recognized among peers for innovative ideas and demonstrates the confidence to promote these ideas
o Innovation, risk takers ‘Discover Nursing” campaign from J&J
o Challenge the status quo & attract followers by risk taking

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7
Q

quantum leadership

A

– suggests that leaders must work together with subordinates to:
 Identify common goals
 Exploit opportunities
 Empower staff to make decisions for organizational productivity to occur
o Especially true during quickly changing times, pending organizational changes

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8
Q

relationship age leadership

A 
focuses primarily on the relationship between the leader and his/her followers 
o	Discerning common purpose, working together cooperatively & **seeking information** rather than wealth 
o	Characteristics: 
	People skills
	Invitation and interdependence
	Discerning purpose
	Cooperation
	Meaning
	What you know
	Circular
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9
Q

delegation

A

transferring responsibilities from one staff member to another
o RN still ultimately responsible for those tasks delegated if they don’t get done
o RNs in leadership roles delegate to RNs working with/under them

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10
Q

supervision

A

taking responsible for the tasks others perform, review of workload, understanding skills and knowledge level of staff
o RNs in leadership roles supervise RNs and other unlicensed personnel working under/with them, evaluate their job performance
o Role of supervisor of a whole unit or certain individuals
o Examples: nurse manager, clinical nurse leaders

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11
Q

coordination

A

organizing care for patients between two or more participants (group setting), should include the patient/family, to facilitate appropriate delivery of health care services

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12
Q

collaboration

A

when multiple health care workers come together for a common goal in patient care

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13
Q

What are the 5 components of emotional intelligence

A

1) self awareness
2) self-regulation
3) motivation
4) empathy
5) social skills

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14
Q

self-awareness

A

the ability to recognize personal emotions and effects on others

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15
Q

self-regulation

A

control impulses or moods

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16
Q

motivation

A

passion to work toward goal

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17
Q

empathy

A

understand emotions of others

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18
Q

social skills

A

relationship building

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19
Q

Scientific Management Theory

A

developed Frederick Taylor
-wanted to look at efficiency, control of time and energy
-common goals
-roles of manager/employee separate at the time
-end result= increased productivity and profit, efficiency
•General idea: If we train our employees to fit the job or hire employees that are interested in this area we are successful

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20
Q

1925: Management Functions/ Processes

A
  • Henry Fayol/ Luther Gulick
    • Planning – what are the goals, objectives, rules, changes
    o Are there things that need to be changed?
    o Where are the guides for delivering care and are there rules to follow?
    • Organizing – how will the changes occur, plans to make the change happen
    • Staffing – who will be responsible, team building & leadership
    • Directing – how will the work get done, motivating, conflict management, delegation, collaboration
    • Control – performance, evaluation, legal/ethical control, fiscal responsibility
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21
Q

1930-1970: Participative Management- Human Relations Era

A

• Managers are one WITH the employee
o If they listened to employees more things will improve and have much more motivated workers and staff
• Hawthorne effect = pay more attention to the worker  let them make decisions  more productivity by the worker
Employee participation in decision making
• Flexibility, see the worker, engage the worker

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22
Q

What is the Hawthorne effect?

A

part of the human relations era

- pay more attention to the WORKER-> let them make decisions-> more productivity by the worker

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23
Q

Aristotelian Philosophy

A
  • The Great Man Theory / Trait Theory
  • Some are born to lead, others are born to be led
  • some are born with traits that make them better leaders than others
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24
Q

authoritarian leadership

A

control, coercion, closed minded decision making, critical of others, focus on “I” or “me,” but sometimes necessary in an *urgent/emergent situation
o Not good team players!!
o Sometimes good in urgent situations where someone needs to take responsibility/leadership
o For the long-term – can be exhausting for those that fall underneath the manager

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25
Q

democratic leadership

A 
less control, 
motivated by rewards
communication is open
decision making is collaborative,
 constructive feedback
 focus on “we,”
transformational leadership
o	Work in groups and communicate easily
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26
Q

laissez faire leadership

A

lack of control & direction, laid back, communication is open, group focus, not typically seen as productive in this setting
o Individual does not help in group settings

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27
Q

Kouz and Posner’s Fiver Practices for Exemplary leadership

A
  1. Modeling: values, self-awareness
  2. Inspiring a shared vision: inspirational vision, follows want to work with leader on goals
  3. Challenging the process: sees the changes needed and makes it happen
  4. Empowering others: fosters collaboration, trust, and the sharing of power
  5. Encouraging the heart: celebrate others and their achievements toward the goal
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28
Q

directing

A

how will the work get done, motivating, conflict management, delegation, collaboration

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29
Q

planning

A

what are the goals, objectives, rules, changes

30
Q

organizing

A

how will the changes occur, plans to make changes

31
Q

staffing

A

who will be responsible, team building, leadership

32
Q

control

A

performance, evaluation, legal/ethical control, fiscal responsibility

33
Q

great man theory

A
  • some people are born to lead, while others are born to be led
  • Suggests that great leaders will arise when the situation demands it
34
Q

trait theory

A

o Assume that some people have certain characteristics or personality traits that make them better leaders than others

35
Q

strength based leadership

A

focuses on the development or empowerment of workers’ strengths rather than their weaknesses or areas of needed growth

36
Q

bureaucracy

A

the ideal, intentionally rational, most efficient form of organization

37
Q

complex orgs- tall

A

numerous depts, highly specialized and differentiated, authority is centralized = ‘tall’ organization

38
Q

less complex- flat

A

authority is decentralized; several managers supervising large work groups = ‘flat’ organization
*MORE EFFICIENT AND EFFECTIVE

39
Q

functional structure

A

• Employees are grouped by specialty, similar tasks performed by same group
o i.e. all nursing tasks fall under nursing
• Centralized decision making
• Usually reserved for small hospital settings

40
Q

line structure

A

-Used in large health care facilities
• Resemble Weber’s original design for effective organizations
• Advantages:
o Authority, responsibility and relationships defined
o Leads to efficiency and simplicity of relationships
• Disadvantages:
o May produce monotony, alienate workers
 Limits ability to move about the organization
o May restrict upward communication

41
Q

ad hoc design

A
  • Usually used temporarily to facilitate project completion
  • Contains both self-contained and functional units

• Advantages:
o Provides flexibility
o Serves as a way to allow professionals to handle large amounts of information
o Uses a project team or task approach
o Usually disbanded after project completion

• Disadvantages:
o May result in decreased loyalty to parent organization
o Decreased strength in the formal chain of command

42
Q

matrix organization

A

• Has both a formal horizontal AND vertical chain of command
o Dual reporting – leads to confusion about what needs to be done
• Integrates product and functional structure into one overlapping structure
• Different managers responsible for function and product
• Advantages:
o Less formal rules and fewer levels of hierarchy
• Disadvantages:
o Slows decision making due to necessity of information sharing
o Can produce confusion and frustration for workers
 Due to dual authority of hierarchical design

43
Q

service line organization

A

• Used in large organizations to address shortcomings that occur in large traditional bureaucratic organizations
• Smaller in scale than large bureaucratic systems
• All functions needed to produce product or service are grouped together in self-contained units
o Allows decisions to be made quickly but can cause lack of communication and confusion among departments
• Decentralized structure
• Preferred in large, complex organizations
• Rapid response in an unstable environment
• Used when organizations require frequent adaptation and innovation
• Overall goals determined by the larger organization, but service line decides on the processes to be used to achieve the goal

44
Q

strengths of service line organization

A

o Easy coordination across function (nursing, dietary, etc.)
o Reduced role conflict
o Client satisfaction is usually high in individual units

45
Q

weaknesses of strengths line organization

A

o Possible duplication of resources/services
o Lack of in-depth technical training and specialization
o Services operate independently and often compete
o Department of nursing may not be shown on organizational chart

46
Q

flat line organization

A

an effort to remove hierarchical layers by flattening the chain of command and decentralizing the organization
• Removes extra middle levels of management
o Single manager or supervisor oversees a large # of subordinates to have a wide span of control
• Continue to have line authority, but more authority and decision making occurs where the work is carried out (staff level)
• Tends to maintain characteristics of bureaucracy b/c many managers have difficulty letting go of control
 most organizations try to stay as flat as possible!

47
Q

shared governance

A

1980’s – nurses at every level play a role in decisions that affect nursing throughout the organization
Based on philosophy that nursing practice is best determined by nurses
Nurses gain control over practice, efficiency, & accountability improved; feelings of powerlessness are mitigated
Nurse managers move out of traditional industrial roles & into collegial roles

48
Q

participatory management

A

Lays the foundation for shared governance
Others are allowed to participate in decision making
*decentralized environment

49
Q

magnet hospital

A

Well qualified nurse executives in a decentralized environment, with organizational structures that emphasize participatory management
Autonomous, self-governing, self-managing climates
Flexible staffing
Adequate staffing ratios
Clinical career opportunities
Professional practice culture

50
Q

strategic planning

A

Process on long range & ongoing planning for the future; usually 3-7 years ahead
Guides the direction of the organization
Considerations:
Values – beliefs or attitudes of the organization
Vision – describes goals
Mission – broad, general statement of the organization’s reason for existence
Philosophy – written statement reflects the values, vision, & mission
Goals – specific statements as to what is to be achieved

51
Q

stakeholders

A

• Stakeholders: entities in an organization’s environment that play a role in the organization’s health and performance
o Have interests in what the organization does but may or may not have the power to influence the organization to protect their interests

52
Q

internal stakeholder

A

nurses and other hospital staff

53
Q

external stakeholder

A

Managed care providers
Nursing homes
Schools of nursing
Chamber of commerce

54
Q

examples of driving forces

A

o Mandates (ex. Medicare/Medicaid)
o Promotion options
o Desire to eliminate a problem that is undermining productivity
o Social gain
o Personal goals (ex. supporting family, drive for education)
o Supportive family

55
Q

chaos theory

A
  • basically the butterfly effect

- small changes in conditions can drastically alter a system’s long term behavior

56
Q

cas theory

A

relationship between elements and agents within any system is non linear and these elements are constantly in play to change the environment outcome

57
Q

compromising

A

both give up something equally, lose-lose

58
Q

competing

A

challenging the other, win-lose

59
Q

avoiding

A

both parties choose not to address the issue  lose-lose situation

60
Q

cooperating/ accomodating

A

one person gives up what he wants to satisfy the other
o Win-lose situation
o Opposite of competing – one party sacrifices beliefs to allow other party to win

61
Q

smoothing

A

one party pacifies the other, focus on positives
o Minimizes emotional component of the conflict
o Rarely results in resolution of the actual conflict

62
Q

collaborating

A

work together, win-win

o All parties set aside original goals and work together to establish a priority common goal

63
Q

negotiation

A

similar to collaboration, cooperating, helps develop relationships, win-win
o Watch hidden agendas!
o Each party gives up something and the emphasis is on accommodating differences between the parties

64
Q

confrontation

A

asking those involved to deal with the problem

65
Q

third part consultation

A

: use outside source

66
Q

behavior change

A

for serious events or needed changes

67
Q

responsibility charting

A

clarifying duties

68
Q

structure change

A

movement of staff

69
Q

soothing one party

A

temporary, when emotions are high

70
Q

alternative dispute resolution

A

before any legal ramifications develop

71
Q

seeking consensus

A

negotiation

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