Nursing Leadership Flashcards
1
Q
an art of getting things done
through and with the people in formally
organized groups
A
Management
2
Q
the process involving
planning, organizing, staffing, directing, and
controlling human efforts to achieve stated
objectives in an organization
A
Management
3
Q
According to __________, “ To manage is to
forecast and plan, to control, to organize, to
coordinate and to command.”
A
Henri Fayol
4
Q
The ability to influence a group toward the
achievement of goals
A
Leadership
5
Q
Use of authority inherent in designated
formal rank to obtain compliance from
organizational members.
A
Management
6
Q
“Leadership is defined as
influence, that is, the art or
process of influencing people so
that they will strive willingly and
enthusiastically toward the
achievement of group goals”
A
Weihrich, H. and H.
Koontz
7
Q
“A leader is one or more people
who selects, equips, trains, and
influences one or more follower(s)
who have diverse gifts, abilities,
and skills and focuses the
follower(s) to the organization’s
mission and objectives causing
the follower(s) to willingly and
enthusiastically expend spiritual,
emotional, and physical energy in
a concerted coordinated effort to
achieve the organizational mission
and objectives.”
A
Winston, B.E. and K.
Patterson
8
Q
“Leadership involves the use of
interpersonal skills to influence
others to accomplish a specific
goal.”
A
Sullivan, E.J. and G.
Garland. 2010.
9
Q
“Leaders do more than delegate,
dictate, and direct. Leaders help
others achieve their highest
potential. We empower
nurses to be professional,
competent leaders in healthcare.
Through a variety of educational
and advocacy activities, our work
increases the leadership capacity
of nurses to advance health and
lead change.”
A
American Nurse
Association (ANA).
2014.
10
Q
Leadership is About
A
- Coping With Change
- Establishing Direction
- Aligning People
- Motivating, Mentoring, Inspiring
- Producing Change
11
Q
Management is About
A
- Coping With Complexity
- Planning and Budgeting
- Organizing and Staffing
- Controlling and Problem Solving
- Producing, Predictability and Order
12
Q
Administrative Theory
➔ 14 Principles
➔ Planning, Organizing, Commanding
Coordinating, Controlling
A
Henry Fayol
13
Q
Theory of Scientific Management
➔ Time and Motion study
➔ Differencial Pieace Rate Plan
A
F Taylor
14
Q
Bureauratic Theory
➔ Division of Labor
➔ Formal Structure
➔ Management by Rules
A
Max Webber
15
Q
Behavioral Theory of Management
➔ Psycholigical stimulus
➔ Better work environment
A
Elton Mayo
16
Q
He is known as the father of Scientific management.
A
F.W. Taylor
17
Q
He worked from bottom to top level
A
F.W. Taylor
18
Q
He gave more emphasis to shop and factory
management. e.g Time Motion Study
A
F.W. Taylor
19
Q
His main concern was to increase the efficiency of
workers and managers through scientific
observations and measurements
A
F.W. Taylor
20
Q
He is known as the father of functional/modern
management.
A
Henry Fayol
21
Q
He worked from top to bottom level.
A
Henry Fayol
22
Q
He gave more emphasis to the office and the
management process as a whole.
A
Henry Fayol
23
Q
His main concern was to develop universal
principles of general management and the
functions of managers, developing a systematic
theory of management.
A
Henry Fayol
24
Q
14 PRINCIPLES OF MANAGEMENT
A
Division of Work
Authority
Discipline
Unity of Command
Unity of Direction
Interest
Remuneration
Centralization
Scalar Chain
Order
Equity
Stability of Tenure
Inititiative
Esprit de Corp
25
➔ Specialize task to improve
productivity, efficiency, accuracy, and
speed of workers to avoid
duplication of work and waste of
time.
Division of Work
26
Facilitates the management to work
efficiently.
Authority
27
Employees must adhere to rules and
agreement to maintain order.
Discipline
28
Employees must only have one boss
and follow his command. They
should only follow one superior to
avoid confusion.
Unity of Command
29
Whoever is engaged on the same
activity must have a unified goal.
Unity of Direction
30
The interest of the organization must
be preceded over personal interest
Interest
31
Fair and adequate compensation
motivates employees, such as
salary. Efforts must be paid.
Remuneration
32
Management or any authority
responsible for decision making
process must be neutral.
Centralization
33
Maintain clear chain of command
from top management to low level to
ensure effective communication.
Scalar Chain
34
Proper arrangement of resources
and people to ensure effective
management
Order
35
All employees are treated equally
and respectfully.
Equity
36
An employee delivers the best if they
feel secure in their job.
Stability of Tenure
37
Encourage employees to take
initiative and propose new ideas
contributing to innovation and
improvement.
Inititiative
38
Promote team spirit and unity among
employees to enhance collaboration
and have harmonious relationships.
Esprit de Corp
39
The study of how to create an
organizational structure that leads to high
efficiency and effectiveness
ADMINISTRATIVE MANAGEMENT
40
Unlike Taylor, who tended to view workers
as extensions of factory machinery, Fayol
focused his attention on the manager rather
than on the worker.
ADMINISTRATIVE MANAGEMENT THEORY
41
a French industrialist, published
General Industrial Management in 1916
Henri Fayol
42
He clearly separated the process of
administration from other operations in the
organization, such as production
ADMINISTRATIVE MANAGEMENT THEORY
43
He emphasized the common elements of
the process of administration in different
organizations
ADMINISTRATIVE MANAGEMENT THEORY
44
Believed a trained administrative group was
essential to improving the operations of an
organization.
ADMINISTRATIVE MANAGEMENT THEORY
45
Is an art of knowing exactly what you want
your men to do and seeing that they do it in
the best and cheapest way
SCIENTIFIC MANAGEMENT
46
● Science, Not Rule of Thumb
● Harmony, Not Discord
● Cooperation, Not Individualism
● Developemnt of Each and Every Person to
His/Her Greatest Efficiency and Prosperit
SCIENTIFIC MANAGEMENT
47
➔ Father of Scientific Management
➔ Published “The Principle of Scientific
Management”” in 1911
Frederick Winslow Taylor
48
Scientific Management Four Principles:
1. Replaced the rule of thumb work methods
with scientific study tasks;
2. Scientifically select, train, teach, and
develop the employee vs. the employee
choosing their own work and training
methods;
3. Provide detailed instructions, supervision of
performance, and cooperation with
employees to ensure methods are followed;
4. Equal distribution of work between
management and labor where management
assumes the role of planning using scientific
methods
49
refers to the decisions taken
by the manager based on his personal
judgements.
Rule of thumb
50
a generally accepted guideline, policy or
method of doing something based on
practice rather than facts
Rule of thumb
51
FEATURES OF BUREAUCRACY STRUCTURE
1. Division of Labor
2. Hierarchy of Authority
3. Framework of Rules
4. Impersonality
5. Formal Selection
52
plays a vital role in the development of every
major business and organization.
BUREAUCRACY
53
is an administrative or social system that relies on a set of rules and procedures separation of functions and a hierarchical structure in implementing
controls over an organization, government
or social system.
BUREAUCRACY
54
the basis for the systematic formation of any organization and is designed to ensure efficiency and
economic effectiveness.
Bureaucracy
55
increase in worker productivity was
produced by the psychological stimulus of
being singled out, involved and made to feel
important
BEHAVIORAL THEORY
56
can be summarized as “Employees will respond positively to any novel change in work environment like better illumination, clean work stations, relocating workstations etc. Employees are more productive because they know they are being studied.
Hawthorne Effect
57
Principles of Behavioral Theory
Human Relations Approach
Non-economic Awards
Social Needs
Organization as a Social System
58
The social and psychological needs of human beings should be considered to enhance productivity
Human Relations Approach
59
Humane and respectful treatment, sense of participation and belonging, recognition, morale, human pride and social interaction are sometimes
more important than pure monetary rewards.
Non-economic Awards
60
Man is motivated by social needs and obtains his sense of identity through relationships with others
Social Needs
61
Informal relationships in the organization are more effective than formal relationships.
Organization as a Social System
62
focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill levels.
Early leadership theories
63
THE 5 EARLY THEORIES OF LEADERSHIP
1. Great Man Theory
2. Trait Theory
3. Contigency Theory
4. Situational Theory
5. Behavioral Theory
64
➔ Leaders are born, not made.
➔ This approach emphasized that a person is
born with or without the necessary traits of
leaderships.
GREAT MAN THEORY
65
seven traits associated with successful leadership:
1. Drive
2. Desired to lead
3. Honesty and integrity
4. Self-confidence
5. Intelligence
6. Job-relevant knowledge
7. Extraversion
66
rests on the idea that people differ from one another based on the strength and intensity of basic trait
dimensions.
TRAIT THEORIES
67
There are three criteria that characterize personality traits:
1. consistency,
2. stability,
3. individual differences
68
states that, for a leader to be effective, their
leadership style must fit the situation
CONTINGENCY THEORY
69
Bureaucracy
Max Weber
70
Contingency Theory
Fred Fiedler
71
Behavioral Theory
Elton Mayo
72
The most-often used theories of health behavior
are
1. Social Cognitive Theory
2. The Transtheoretical Model/Stages of
Change
3. Health Belief Model, and the Theory of
Planned Behavior.
73
emphasizes the role of
environmental factors in influencing
behavior, to the near exclusion of innate or
inherited factors
Behaviorism
74
used in psychology, education, and
communication, holds that portions
of an individual's knowledge
acquisition can be directly related to
observing others within the context
of social interactions, experiences,
and outside media influences.
Social cognitive theory
75
posits (assume as a fact) that health
behavior change involves progress
through six stages of change:
precontemplation, contemplation,
preparation, action, maintenance,
and termination.
The transtheoretical model
76
is a theoretical model that can be
used to guide health promotion and
disease prevention programs. It is
used to explain and predict
individual changes in health
behaviors. It is one of the most
widely used models for
understanding health behaviors.
The Health Belief Model
77
The Management Process
Planning
Organizing
Leading
Controlling
78
a key function of an organization’s management that helps to set priorities, allocate resources, and ensure
that everyone is working towards common goals and objectives
STRATEGIC PLANNING
79
Planning also has many dimensions. Two of
these dimensions are:
1. time span
2. complexity or comprehensiveness.
80
forecasts the future success of an organization by matching and aligning an organization’s capabilities with its external opportunities.
STRATEGIC PLANNING
81
typically examines an organization’s purpose, mission, philosophy, and goals in the context of its external
environment.
STRATEGIC PLANNING
82
The five stages of the strategic planning process are:
Vision
Mission
Objectives
Strategies
Tactics
83
Seven steps of a strategic planning process
1. Understand the need for a strategic plan.
2. Set goals.
3. Develop assumptions or premises.
4. Research different ways to achieve
objectives.
5. Choose your plan of action.
6. Develop a supporting plan.
7. Implement the strategic plan.
84
There are many effective tools that assist
organizations in strategic planning. One of
the most commonly used in health-care
organizations is
SWOT ANALYSIS
85
SWOT analysis, also known as TOWS
analysis, was developed by
Albert Humphrey
86
are those internal attributes that
help an organization to achieve its
objectives.
Strengths
87
are those internal attributes
that challenge an organization in achieving
its objectives.
Weaknesses
88
are external conditions that
promote achievement of organizational
objectives.
Opportunities
89
are external conditions that
challenge or threaten the achievement of
organizational objectives.
Threats
90
Simple Rules for SWOT Analysis
● Be realistic about the strengths and
weaknesses of your organization.
● Be clear about how the present organization
differs from what might be possible in the
future.
● Be specific about what you want to
accomplish.
● Always apply SWOT in relation to your
competitors.
● Keep SWOT short and simple.
● Remember that SWOT is subjective.
91
Strategic planning as a management process
generally includes the following steps:
1. Clearly define the purpose of the
organization.
2. Establish realistic goals and objectives
consistent with the mission of the
organization.
3. Identify the organization’s external
constituencies or stakeholders and then
determine their assessment of the
organization’s purposes and operations.
4. Clearly communicate the goals and
objectives to the organization’s constituents.
5. Develop a sense of ownership of the plan.
6. Develop strategies to achieve the goals.
7. Ensure that the most effective use is made
of the organization’s resources.
8. Provide a base from which progress can be
measured.
9. Provide a mechanism for informed change
as needed.
10. Build a consensus about where the
organization is going.
92
Long-range planning for health-care
organizations historically has been
accomplished by
top-level managers, and
the board of directors, with limited input
from middle-level managers.
93
is generally more involved in long-range planning at the unit level.
The first-level manager
94
used to describe future goals or aims of an organization. It is a description in words that conjures up a picture for all group members of what they
want to accomplish together.
Vision statements
95
is a brief statement identifying the reason that an
organization exists.
The purpose or mission statement
96
is of highest priority in the planning hierarchy because it influences the development of an
organization’s philosophy, goals, objectives,
policies, procedures, and rules.
The mission statement
97
used to describe the
future state of the organization, i.e., what
the organization hopes to become in the
future.
VISION STATEMENT
98
describes the current state of an organization and its primary goals or objectives.
MISSION STATEMENT
99
Mission and vision statements play three critical
roles:
1. communicate the purpose of the
organization to stakeholders,
2. inform strategy development, and
3. develop the measurable goals and
objectives by which to gauge the success of
the organization's strategy.
100
The difference between philosophy and mission
statement
Statement of philosophy defines the values
and beliefs of an organization, a statement
of mission defines its current and future
business activities
101
They serve to give businesses a sense of
direction, purpose and unity. This can help
to unify and motivate management and
workers
OBJECTIVES
102
Belief that guides a firm’s actions, unites its
employees, and defines its brand.
Core Value
103
REASONS WHY CORE VALUES IS IMPORTANT
1. They determine you company distinctive
2. They dedicate the personal involvement and
alignment
3. They communicate what is important
4. They influence the overall behavior
5. To inspire the people to action
6. They shape the organization culture.
104
It can be defined as a benchmark of
achievement, which is based on desired
level of excellence.
Standard
105
are the “how-to” of the
discipline or clinical specialty.
Standards of practice
106
It ensure the highest level of quality of
nursing care is promoted.
Professional Standards
107
As defined by the American Nurses'
Association (ANA), standards of nursing
practice consist of three components:
Professional standards of care define
diagnostic, intervention, and evaluation
competencies.
108
WHY ARE STANDARDS IMPORTANT?
1. Provides nurses with a framework for
developing components.
2. Guides and directs professional nursing
practice.
3. To compare and improve the existing
nursing practice.
4. To evaluate the quality of nursing practice.
5. To provide legal protection for nurses.
6. Define the profession’s accountability which
nurses are responsible.
109
CHARACTERISTICS OF STANDARDS
1. Objective, acceptable, and flexible
2. Must be framed by the members in nursing
profession
3. Must be clear
4. Must be based on current knowledge and
scientific practice
5. Must be reviewed and revised periodically.
110
ETHICAL PRINCIPLES IN NURSING
AUTONOMY
BENEFICENCE
FIDELITY
JUSTICE
NON-MALEFICENCE
VERACITY
111
Respect for an individuals right to
make their own decisions.
AUTONOMY
112
The quality of doing good
BENEFICENCE
113
Loyalty and promise to an individual
FIDELITY
114
Fair and equal treatment for all.
JUSTICE
115
Never doing harm to any individual.
NON-MALEFICENCE
116
Honesty when dealing with an
individual.
VERACITY
117
WHY NURSING ETHICS ARE IMPORTANT
➔ Having a code of ethics helps guide nurses
through tricky situations and serves as a
common reference point for everyone on
the healthcare team.
➔ The primary goal of nursing ethics is to
protect patients. Veering from the code of
ethics can lead to a breakdown in team
communication and physical consequences
for a patient.
➔ A nurse in any setting must rely on and refer
back to the nursing code of ethics
throughout his or her career.
118
COMPETENCY STANDARDS OF NURSING
PRACTICE IN THE PHILIPPINES (Philippine
Nurse Licensure Examination 2007)
1. Safe and quality nursing care
2. Management of resources and environment
3. Health education
4. Legal responsibility
5. Ethico-moral responsibility
6. Personal and professional development
7. Quality improvement
8. Research
9. Record management
10. Communication
11. Collaboration and teamwork
119
2005 CORE COMPETENCY STANDARDS FOR
NURSING PRACTICE IN THE PHILIPPINES
1. Unifying framework for nursing practice,
education, regulation
2. Guide in nursing curriculum development
3. Framework in developing test syllabus for
nursing profession entrants.
4. Tool for nurses’ performance evaluation
5. Basis for advanced nursing practice,
specialization
6. Framework for developing nursing training
curriculum
7. Public protection from incompetent
practitioners
8. Yardstick for unethical, unprofessional
nursing practice.
