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Nursing Leadership and Management > NLM Chapter 2 > Flashcards

NLM Chapter 2 Flashcards

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1
Q

Process of planning, organizing, activating, and controlling the managerial function of nursing to determine and accomplish objectives of nursing care

A

Nursing Management

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2
Q

Who defined management as the process by which a cooperative group directs action towards common goals

A

Joseph Massie

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3
Q

What kind of management style is this?

Karl, the manager, gives specific advice, clarifies expectations when he puts you in charge on managing a project.

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

A

Directive

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4
Q

What kind of management style is this?

Steve Jobs was known for his ability to make quick and decisive decisions independently and he had a clear vision of Apple products.

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

A

Authoritative

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5
Q

What kind of management style is this?

Abi’s team starts a project, and she had to introduce a new software tool. John asks here how to open the application and use the 2FA in the middle of presentation. Abi stops and say: “Good question. Let’s take a look at this together later.”

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

A

Affiliative

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6
Q

What kind of management style is this?

Bill Gates is known to take suggestions from colleagues and teams. He understands how imperative it is to value the knowledge and skills of team members

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

A

Participative

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7
Q

What kind of management style is this?

Jay quickly pinpoints poor performers and demands more from them otherwise he replaces them with people who can comply to the deadlines

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

A

Pacesetting

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8
Q

What kind of management style is this?

Sarah engages her team members on a one-on-one conversations to identify their strengths, areas for improvement, and career aspirations

Directive, Authoritative, Affiliative, Participative, Pacesetting, or Coaching

A

Coaching

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9
Q

This theory views an organization as a machine. It focuses on centralized authority, labor specialization, and incentives
profits to optimize productivity, and drive incentives
profits

A

Classical Organization

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10
Q

Three Levels of Authority

A
  • Business Leaders or Top-Level Management
  • Middle Management
  • Supervisors
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11
Q

Prioritizes employee’s physical and economical requirements over job satisfaction (financial rewards, wage hikes, and incentives)

A

Classical Theory (Organization)

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12
Q

Advantages of Classical Organization

A
  • Allows focus on a specialized field of operation
  • Clearly defined roles
  • Better wages and incentives
  • Quick-decision making accelerating workflow
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13
Q

Disadvantages of Classical Organization

A
  • Limits creativity and innovation
  • Neglect social needs
  • Stressful and unhealthy work culture
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14
Q

Father of Scientific Management

A

Frederick Taylor

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15
Q

Explained that the optimization of work translated to productivity and efficiency

A

Frederick Taylor

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16
Q

Believed that organizational fucntion was optimal when designed to be highly specialized; taking advantage of a particular skill set

A

Frederick Taylor

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17
Q

Factory management technique that advocates for having multiple foremen in different, specialized roles

A

Concept of Functional Foremanship

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18
Q

Frederick Taylor applied principles of which resulted in decreased production costs and increased productivity (3 - OMSC-im)

A
  • Observation
  • Measurement
  • Scientific Comparison
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19
Q

Frederick Taylor’s Scientific Management Principles (MMW)

A
  • Managing Time
  • Managing Materials
  • Work Specialization
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20
Q

Disciple of Taylor who is also concerned with problems related to efficiency

A

Henry Gantt

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21
Q

Henry Gantt’s two key contributions

A

Gantt Chart & Task and Bonus System

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22
Q

A tool that provides a graphic representation of what occurs over the course of a project

Consist of a bar chart showing progression of time through phases of project

A

Gantt Chart

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23
Q

Parts of a Gantt Chart

A
  • Sequential Performance
  • Terminal Element
  • Summary Element
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24
Q

Advantages of Gantt Chart

A
  • Aids in breakdown of tasks into specific elements
  • Allows monitoring of projected timelines
  • Identifies independent and dependent tasks
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25
Q

Disadvantages of Gantt Chart

A
  • Tedious to manage and update
  • Represent only the time (not hours) of work
  • Complex & Confusing
  • Doesn’t designate priorities
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26
Q

A system that modified Taylor’s “A fair day’s pay for a fair day’s work”

A

Task and Bonus System

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27
Q

Wage incentive method of rewarding an employee who outperform the expected set output by organization (benchmark against completion of a task)

A

Gantt Task Bonus Plan

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28
Q

In Task and Bonus System, what are the usual bonus percentage of employees?

A

10% or 20% of standard payment rate

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29
Q

Father of Modern Management

A

Henri Fayol

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30
Q

Revolve around business management along with overall management that aims to improve organization productivity seeking to enhance managerial performance instead of individual worker efficiency

A

General Administrative Theory (Henri Fayol)

He concluded that management is universal

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31
Q

In General Administrative Theory,

This relates to work of organizing and managing including:
- creating rules and regulations
- making decisions
- management of operations
- creating organization to direct activities towards achieving a common goal

A

Administrative

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32
Q

In General Administrative Theory,

Manages overall affairs and the sole responsible for setting and developing main company’s policies and objectives.

They oversee entire departments, focus more on healthcare policy, protocol, and nursing.

A

Administrator

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33
Q

In General Administrative Theory,

Process of dealing and controlling something in a way that is effective. Includes:
- Overseeing a team
- Solving problems
- Communication w/ colleagues
- Motivating employees

A

Management

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34
Q

In General Administrative Theory,

Implements policies that administrators formulated. They work directly, guide, and monitor employees. Other fx:
- manage individual floors
- Work different shifts
- Focuses more on direct patient care, organization, and assignments during shift

A

Manager

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35
Q

Under 5 Functions of General Administrative Theory,

Anticipation of future events and the development of action to deal with it

A

Prevoyance

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36
Q

Under 5 Functions of General Administrative Theory,

Organizing of people, work, and materials

A

Organization

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37
Q

Under 5 Functions of General Administrative Theory,

Implementing and commanding of activity among personnel and employees

A

Commanding

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38
Q

Under 5 Functions of General Administrative Theory,

Coordinating the parts of the organization into a unified whole

A

Coordination

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39
Q

Under 5 Functions of General Administrative Theory,

Controlling the organization through the application of rules and procedures

A

Controlling

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40
Q

Under 14 Principles of General Administrative Theory,

The goals are of paramount importance and take precedence over the individual’s particular needs

Under Prevoyance

Subordination of the Individual Interest to the Corporate Goods, Espirit de Corps, or Initiative

A

Subordination of the Individual Interest to the Corporate Goods

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41
Q

Under 14 Principles of General Administrative Theory,

Development of high morale is important, and it is the responsibility of the manager at the top to have a vision and to communicate it to the employees in a way that motivates them to achieve it

Under Prevoyance

Subordination of the Individual Interest to the Corporate Goods, Espirit de Corps, or Initiative

A

Espirit de Corps

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42
Q

Under 14 Principles of General Administrative Theory,

Employees should be able to develop and implement plans on their own

Under Prevoyance

Subordination of the Individual Interest to the Corporate Goods, Espirit de Corps, or Initiative

A

Initiative

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43
Q

Under 14 Principles of General Administrative Theory,

To increase worker’s efficiency levels

Under Organization

Division of Work or Order

A

Division of Work

44
Q

Under 14 Principles of General Administrative Theory,

Employees and materials need to be at the right place and at the right time

Under Organization

Division of Work or Order

A

Order

45
Q

Under 14 Principles of General Administrative Theory,

Fayol advocated having only one manager with no conflicting line of command

Under Commanding

Unity of Command or Unity of Direction

A

Unity of Command

46
Q

Under 14 Principles of General Administrative Theory,

There must be one agreed-upon plan both up and down the hierarchy

Under Commanding

Unity of Command or Unity of Direction

A

Unity of Direction

47
Q

Under 14 Principles of General Administrative Theory,

Decision made based on organizational needs

Under Coordination

Centralization / Decentralization or Stablity of Tenure of Personnel

A

Centralization / Decentralization

48
Q

Under 14 Principles of General Administrative Theory,

The more stable the personnel and managerial strcutures, the more successful the business

Under Coordination

Centralization / Decentralization or Stablity of Tenure of Personnel

A

Stability of Tenure of Personnel

49
Q

Under 14 Principles of General Administrative Theory,

Gives the “right” to issue commands and includes responsibility for the consequences

Under Controlling

Authority, Discipline, Scalar Chain, Renumeration, or Equity

A

Authority

50
Q

Under 14 Principles of General Administrative Theory,

Employees must obey and respect the rules that govern the organization. Good discipline involves the judicious use of penalties for breaking the rules.

Under Controlling

Authority, Discipline, Scalar Chain, Renumeration, or Equity

A

Discipline

51
Q

Under 14 Principles of General Administrative Theory,

The line of authority is drawn from highest management to lowest ranks, and communication moves up and down this line

Under Controlling

Authority, Discipline, Scalar Chain, Renumeration, or Equity

A

Scalar Chain

52
Q

Under 14 Principles of General Administrative Theory,

Money is an important motivator, and a fair wage is to be paid for work performed

Under Controlling

Authority, Discipline, Scalar Chain, Renumeration, or Equity

A

Renumeration

53
Q

Under 14 Principles of General Administrative Theory,

Justice and understanding are important to developing a fair and equitable system

Under Controlling

Authority, Discipline, Scalar Chain, Renumeration, or Equity

A

Equity

54
Q

Theory that has 5 Functions and 14 Principles

A

General Administrative Theory

55
Q

Father of Modern Sociology

A

Max Weber

56
Q

This theory emphasized that rules and competence are the most efficient basis for organization; a structure of authority or hierarchy would facilitate accomplishment of the objectives

A

Ideal Bureaucracy

57
Q

It is the legitimate forms of domination according to Max Weber

A

Authority

58
Q

In types of authority, it is

Authority is inherited and grounded on dependent subordinates, legitimate

Traditional, Rational-Legal, or Charismatic

A

Traditional Authority

59
Q

In types of authority, it is

Grounded on **normative procedures ** for job, chain of command, etc: set of uniform principles

Traditional, Rational-Legal, or Charismatic

A

Rational-Legal Authority

60
Q

In types of authority, it is

The particular type, constructed on a “type of seduction” (dedication of followers)

Traditional, Rational-Legal, or Charismatic

A

Charismatic Authority

61
Q

Six Principles of Ideal Bureaucracy (D-FAFIC)

A
  • Divison of Labor
  • Formal Rules and Regulation
  • Authority Hierarchy
  • Formal Selection
  • Impersonality
  • Career Orientation
62
Q

According to him, worker’s satisfaction is necessary for productivity (including health working environment).

A

Elton Mayo

63
Q

Effective and friendly supervision of employees has a significant role in employee morale & productivity

A

Human Relation Management (Elton Mayo)

64
Q

He conducted Hawthorne Studies

A

Elton Mayo

65
Q

Under Hawthorne Studies

It is the first experiment which aims to determine whether or not light bulbs affects worker’s productivity

Illumination Experiment, Mass Interviewing Program, Relay Assembly Test, Bank Wiring Observation

A

Illumination Experiment

66
Q

Under Hawthorne Studies

Focuses on assessing employees’ human relations in the organization rather than their physical

Illumination Experiment, Mass Interviewing Program, Relay Assembly Test, Bank Wiring Observation

A

Mass Interviewing Program

67
Q

Under Hawthorne Studies

The study was to find out whether or not changes in work conditions affect employees’ mental health and productivity

Illumination Experiment, Mass Interviewing Program, Relay Assembly Test, Bank Wiring Observation

A

Relay Assembly Test

68
Q

Under Hawthorne Studies

Study aims to see the effect if their wage for hourly work is fixed based on average outputs and bonuses also on growth

Illumination Experiment, Mass Interviewing Program, Relay Assembly Test, Bank Wiring Observation

A

Bank Wiring Observation

69
Q

Conclusion of Hawthorne Studies

A
  • An organization should have a social way
  • Managers should understand group practice as group efforts bring literally greater results than individual efforts
  • Social considerations, praise, recognition, and other factors
  • Manager’s supervision over their subordinates has a great impact on employee’s performance
  • Proper communication in the organization
70
Q

Founder of Modern Psychology

A

Kurt Lewin

71
Q

Revived the study of group dynamics; his theory emphasized the importance of communication

Identified the fact that workers want to have a voice and provide input in their tasks

A

Kurt Lewin

72
Q

Emphasized group control over output

A

Kurt Lewin

73
Q

Type of Leadership Styles

Leader makes all the decision.

Do “x”

A

Autocratic

74
Q

Type of Leadership Styles

Leader consider members before making decision

Which is better? X or Y?

A

Democratic

75
Q

Type of Leadership Styles

Limited input from the leader

Do X or Y as you see which is better

A

Laissez-Faire

76
Q
A
77
Q

This proponents of this theory assumes leaders are MADE, not born

A

Behavioral Theory

78
Q

Psychologist porposed a hierarchy of human needs building from basic needs at the base to higher needs at the top

A

Abraham Maslow (Maslow’s Hierarchy of Needs)

Physiological, Safety, Love / Belonging / Social, Esteem (Worthy & Respected(, and Self-Actualization (Work we like)

79
Q

Categorized job factors into two groups: Hygiene and Motivational Factors

A

Herzberg’s Theory

Hygiene - Company Policies, Salaries, Working Conditions, Supervision

Motivational: Achievement, Growth, Responsibility, Recognition

80
Q

Has two theories: X and Y

X - assumes employees dislike work and need to be controlled

Y - assumes employees find work natural and will be self-directed if commited to goals

A

Mcgregor’s Theory

X - motivated by fear and money

Y - motivated by variety of rewards

81
Q

Under Likert’s Leadership Styles

Leader uses threats and fear to achieve conformance

Exploitative Authoritative, Benevolent Authoritative, Consultative Leader, Participative Leader

A

Exploitative Authoritative Style

82
Q

Under Likert’s Leadership Styles

Leader shows concern but sugarcoats information and maintains control of decisions

Exploitative Authoritative, Benevolent Authoritative, Consultative Leader, Participative Leader

A

Benevolent Authoritative Style

83
Q

Under Likert’s Leadership Styles

Listens to everyone but still makes the major decision

Exploitative Authoritative, Benevolent Authoritative, Consultative Leader, Participative Leader

A

Consultative Leader

84
Q

Under Likert’s Leadership Styles

Increases blishe collaboration, and seeks to involve other workers in the process of decision making

Exploitative Authoritative, Benevolent Authoritative, Consultative Leader, Participative Leader

A

Participative Leader

85
Q

Management Functions

Executive Coaching, Change Management, Leadership, Delegation & Empowerment

Top, Middle, or Low

A

Top

86
Q

Management Functions

Problem Solving, Team Building, Talent Development, Performance Management

Top, Middle, or Low

A

Middle

87
Q

Management Functions

Emotional Intelligence & Coaching for Performance

Top, Middle, or Low

A

Low

88
Q

The Management Process is first identified by who? He also state that management is an acquired skill

A

Henri Fayol

89
Q

Under Management Process Principles,

Output increases when workers specialize

Division of Work, Authority and Responsibility, Unity of Command, Discipline, Subordination of Individual to the General Interest

A

Division of Work

90
Q

Managers and leaders delegate power

Division of Work, Authority and Responsibility, Unity of Command, Discipline, Subordination of Individual to the General Interest

A

Authority and Responsibility

91
Q

Supervisor

Division of Work, Authority and Responsibility, Unity of Command, Discipline, Subordination of Individual to the General Interest

A

Unity of Command

92
Q

Rules and regulations are utilized to increase effectiveness

Division of Work, Authority and Responsibility, Unity of Command, Discipline, Subordination of Individual to the General Interest

A

Discipline

93
Q

The interests of the organization as a whole is more important than the interest of one employee

Division of Work, Authority and Responsibility, Unity of Command, Discipline, Subordination of Individual to the General Interest

A

Subordination of Individual Interests to the General Interest

94
Q

Span of Control

Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps

A

Scalar Chain

95
Q

Workers are paid fairly for their services

Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps

A

Renumeration

96
Q

Staff and resources must be at the right place at the right time

Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps

A

Order

97
Q

Fair and equitable manner

Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps

A

Equity

98
Q

High Staff Turnover is inefficient

Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps

A

Stability of Personnel

99
Q

Staff develop and carry out positive organization plans

Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps

A

Initiative

100
Q

Leaders promote team spirit to ensure that the organization works in harmony

Scalar chain, Renumeration, Order, Equity, Stablity of Personnel, Initiative, Espirit de Corps

A

Espirit de corps

101
Q

5 Functions of Managers (POCCC)

A
  • Planning
  • Organizing
  • Commanding
  • Coordinating
  • Controlling

These functions make up the management process

102
Q

Under Functions of Managers

  • Mission / philosophy
  • Goals / objectives
  • Policies / rules
  • Procedures
  • Scheduled Changes
  • Fiscal / Budget Action

Planning, Organizing, Staffing, Directing, Controlling, Innovating

A

Planning

103
Q

Under Functions of Managers

  • Carry out plans
  • Assign duties and responsibilities
  • Group activities to meet goals
  • Delegate authority
  • Establish horizontal and vertical authority
  • Work within the system

Planning, Organizing, Staffing, Directing, Controlling, Innovating

A

Organizing

104
Q

Under Functions of Managers

  • Recruiting
  • Interviewing
  • Hiring
  • Orientation
  • Staff Development

Planning, Organizing, Staffing, Directing, Controlling, Innovating

A

Staffing

104
Q

Under Functions of Managers

  • Motivate
  • Manage Conflict
  • Delegate
  • Communicate
  • Collaborate

Planning, Organizing, Staffing, Directing, Controlling, Innovating

A

Directing

105
Q

Under Functions of Managers

  • Establish standards for measuring work performance
  • Measuring performance and comparing it with standards
  • Identifying reasons for discrepancy between standard and performance
  • Taking corrective action to ensure goals are attained

Planning, Organizing, Staffing, Directing, Controlling, Innovating

A

Controlling

106
Q

Under Functions of Managers

By Kannan; it involves proposals and suggestions

Planning, Organizing, Staffing, Directing, Controlling, Innovating

A

Innovating

Nursing Leadership and Management (4 decks)

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