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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
democratic leadership
``` 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 ```
26
laissez faire leadership
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
27
Kouz and Posner's Fiver Practices for Exemplary leadership
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
28
directing
how will the work get done, motivating, conflict management, delegation, collaboration
29
planning
what are the goals, objectives, rules, changes
30
organizing
how will the changes occur, plans to make changes
31
staffing
who will be responsible, team building, leadership
32
control
performance, evaluation, legal/ethical control, fiscal responsibility
33
great man theory
- 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
trait theory
o Assume that some people have certain characteristics or personality traits that make them better leaders than others
35
strength based leadership
focuses on the development or empowerment of workers’ strengths rather than their weaknesses or areas of needed growth
36
bureaucracy
the ideal, intentionally rational, most efficient form of organization
37
complex orgs- tall
numerous depts, highly specialized and differentiated, authority is centralized = ‘tall’ organization
38
less complex- flat
authority is decentralized; several managers supervising large work groups = ‘flat’ organization *MORE EFFICIENT AND EFFECTIVE
39
functional structure
• 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
line structure
-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
ad hoc design
* 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
matrix organization
• 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
service line organization
• 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
strengths of service line organization
o Easy coordination across function (nursing, dietary, etc.) o Reduced role conflict o Client satisfaction is usually high in individual units
45
weaknesses of strengths line organization
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
flat line organization
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
shared governance
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
participatory management
Lays the foundation for shared governance Others are allowed to participate in decision making *decentralized environment
49
magnet hospital
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
strategic planning
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
stakeholders
• 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
internal stakeholder
nurses and other hospital staff
53
external stakeholder
Managed care providers Nursing homes Schools of nursing Chamber of commerce
54
examples of driving forces
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
chaos theory
- basically the butterfly effect | - small changes in conditions can drastically alter a system's long term behavior
56
cas theory
relationship between elements and agents within any system is non linear and these elements are constantly in play to change the environment outcome
57
compromising
both give up something equally, lose-lose
58
competing
challenging the other, win-lose
59
avoiding
both parties choose not to address the issue  lose-lose situation
60
cooperating/ accomodating
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
smoothing
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
collaborating
work together, win-win | o All parties set aside original goals and work together to establish a priority common goal
63
negotiation
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
confrontation
asking those involved to deal with the problem
65
third part consultation
: use outside source
66
behavior change
for serious events or needed changes
67
responsibility charting
clarifying duties
68
structure change
movement of staff
69
soothing one party
temporary, when emotions are high
70
alternative dispute resolution
before any legal ramifications develop
71
seeking consensus
negotiation

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