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4th Year PRELIMS > Nursing Leadership > Flashcards

Nursing Leadership Flashcards

1
Q

an art of getting things done
through and with the people in formally
organized groups

A

Management

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2
Q

the process involving
planning, organizing, staffing, directing, and
controlling human efforts to achieve stated
objectives in an organization

A

Management

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3
Q

According to __________, “ To manage is to
forecast and plan, to control, to organize, to
coordinate and to command.”

A

Henri Fayol

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4
Q

The ability to influence a group toward the
achievement of goals

A

Leadership

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5
Q

Use of authority inherent in designated
formal rank to obtain compliance from
organizational members.

A

Management

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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

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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

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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.

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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.

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10
Q

Leadership is About

A
  • Coping With Change
  • Establishing Direction
  • Aligning People
  • Motivating, Mentoring, Inspiring
  • Producing Change
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11
Q

Management is About

A
  • Coping With Complexity
  • Planning and Budgeting
  • Organizing and Staffing
  • Controlling and Problem Solving
  • Producing, Predictability and Order
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12
Q

Administrative Theory
➔ 14 Principles
➔ Planning, Organizing, Commanding
Coordinating, Controlling

A

Henry Fayol

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13
Q

Theory of Scientific Management
➔ Time and Motion study
➔ Differencial Pieace Rate Plan

A

F Taylor

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14
Q

Bureauratic Theory
➔ Division of Labor
➔ Formal Structure
➔ Management by Rules

A

Max Webber

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15
Q

Behavioral Theory of Management
➔ Psycholigical stimulus
➔ Better work environment

A

Elton Mayo

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16
Q

He is known as the father of Scientific management.

A

F.W. Taylor

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17
Q

He worked from bottom to top level

A

F.W. Taylor

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18
Q

He gave more emphasis to shop and factory
management. e.g Time Motion Study

A

F.W. Taylor

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19
Q

His main concern was to increase the efficiency of
workers and managers through scientific
observations and measurements

A

F.W. Taylor

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20
Q

He is known as the father of functional/modern
management.

A

Henry Fayol

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21
Q

He worked from top to bottom level.

A

Henry Fayol

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22
Q

He gave more emphasis to the office and the
management process as a whole.

A

Henry Fayol

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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

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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

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25
Q

➔ Specialize task to improve
productivity, efficiency, accuracy, and
speed of workers to avoid
duplication of work and waste of
time.

A

Division of Work

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26
Q

Facilitates the management to work
efficiently.

A

Authority

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27
Q

Employees must adhere to rules and
agreement to maintain order.

A

Discipline

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28
Q

Employees must only have one boss
and follow his command. They
should only follow one superior to
avoid confusion.

A

Unity of Command

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29
Q

Whoever is engaged on the same
activity must have a unified goal.

A

Unity of Direction

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30
Q

The interest of the organization must
be preceded over personal interest

A

Interest

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31
Q

Fair and adequate compensation
motivates employees, such as
salary. Efforts must be paid.

A

Remuneration

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32
Q

Management or any authority
responsible for decision making
process must be neutral.

A

Centralization

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33
Q

Maintain clear chain of command
from top management to low level to
ensure effective communication.

A

Scalar Chain

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34
Q

Proper arrangement of resources
and people to ensure effective
management

A

Order

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35
Q

All employees are treated equally
and respectfully.

A

Equity

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36
Q

An employee delivers the best if they
feel secure in their job.

A

Stability of Tenure

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37
Q

Encourage employees to take
initiative and propose new ideas
contributing to innovation and
improvement.

A

Inititiative

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38
Q

Promote team spirit and unity among
employees to enhance collaboration
and have harmonious relationships.

A

Esprit de Corp

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39
Q

The study of how to create an
organizational structure that leads to high
efficiency and effectiveness

A

ADMINISTRATIVE MANAGEMENT

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40
Q

Unlike Taylor, who tended to view workers
as extensions of factory machinery, Fayol
focused his attention on the manager rather
than on the worker.

A

ADMINISTRATIVE MANAGEMENT THEORY

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41
Q

a French industrialist, published
General Industrial Management in 1916

A

Henri Fayol

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42
Q

He clearly separated the process of
administration from other operations in the
organization, such as production

A

ADMINISTRATIVE MANAGEMENT THEORY

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43
Q

He emphasized the common elements of
the process of administration in different
organizations

A

ADMINISTRATIVE MANAGEMENT THEORY

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44
Q

Believed a trained administrative group was
essential to improving the operations of an
organization.

A

ADMINISTRATIVE MANAGEMENT THEORY

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45
Q

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

A

SCIENTIFIC MANAGEMENT

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46
Q

● Science, Not Rule of Thumb
● Harmony, Not Discord
● Cooperation, Not Individualism
● Developemnt of Each and Every Person to
His/Her Greatest Efficiency and Prosperit

A

SCIENTIFIC MANAGEMENT

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47
Q

➔ Father of Scientific Management
➔ Published “The Principle of Scientific
Management”” in 1911

A

Frederick Winslow Taylor

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48
Q

Scientific Management Four Principles:

A
  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
Q

refers to the decisions taken
by the manager based on his personal
judgements.

A

Rule of thumb

50
Q

a generally accepted guideline, policy or
method of doing something based on
practice rather than facts

A

Rule of thumb

51
Q

FEATURES OF BUREAUCRACY STRUCTURE

A
  1. Division of Labor
  2. Hierarchy of Authority
  3. Framework of Rules
  4. Impersonality
  5. Formal Selection
52
Q

plays a vital role in the development of every
major business and organization.

A

BUREAUCRACY

53
Q

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.

A

BUREAUCRACY

54
Q

the basis for the systematic formation of any organization and is designed to ensure efficiency and
economic effectiveness.

A

Bureaucracy

55
Q

increase in worker productivity was
produced by the psychological stimulus of
being singled out, involved and made to feel
important

A

BEHAVIORAL THEORY

56
Q

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.

A

Hawthorne Effect

57
Q

Principles of Behavioral Theory

A

Human Relations Approach
Non-economic Awards
Social Needs
Organization as a Social System

58
Q

The social and psychological needs of human beings should be considered to enhance productivity

A

Human Relations Approach

59
Q

Humane and respectful treatment, sense of participation and belonging, recognition, morale, human pride and social interaction are sometimes
more important than pure monetary rewards.

A

Non-economic Awards

60
Q

Man is motivated by social needs and obtains his sense of identity through relationships with others

A

Social Needs

61
Q

Informal relationships in the organization are more effective than formal relationships.

A

Organization as a Social System

62
Q

focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill levels.

A

Early leadership theories

63
Q

THE 5 EARLY THEORIES OF LEADERSHIP

A
  1. Great Man Theory
  2. Trait Theory
  3. Contigency Theory
  4. Situational Theory
  5. Behavioral Theory
64
Q

➔ Leaders are born, not made.
➔ This approach emphasized that a person is
born with or without the necessary traits of
leaderships.

A

GREAT MAN THEORY

65
Q

seven traits associated with successful leadership:

A
  1. Drive
  2. Desired to lead
  3. Honesty and integrity
  4. Self-confidence
  5. Intelligence
  6. Job-relevant knowledge
  7. Extraversion
66
Q

rests on the idea that people differ from one another based on the strength and intensity of basic trait
dimensions.

A

TRAIT THEORIES

67
Q

There are three criteria that characterize personality traits:

A
  1. consistency,
  2. stability,
  3. individual differences
68
Q

states that, for a leader to be effective, their
leadership style must fit the situation

A

CONTINGENCY THEORY

69
Q

Bureaucracy

A

Max Weber

70
Q

Contingency Theory

A

Fred Fiedler

71
Q

Behavioral Theory

A

Elton Mayo

72
Q

The most-often used theories of health behavior
are

A
  1. Social Cognitive Theory
  2. The Transtheoretical Model/Stages of
    Change
  3. Health Belief Model, and the Theory of
    Planned Behavior.
73
Q

emphasizes the role of
environmental factors in influencing
behavior, to the near exclusion of innate or
inherited factors

A

Behaviorism

74
Q

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.

A

Social cognitive theory

75
Q

posits (assume as a fact) that health
behavior change involves progress
through six stages of change:
precontemplation, contemplation,
preparation, action, maintenance,
and termination.

A

The transtheoretical model

76
Q

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.

A

The Health Belief Model

77
Q

The Management Process

A

Planning
Organizing
Leading
Controlling

78
Q

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

A

STRATEGIC PLANNING

79
Q

Planning also has many dimensions. Two of
these dimensions are:

A
  1. time span
  2. complexity or comprehensiveness.
80
Q

forecasts the future success of an organization by matching and aligning an organization’s capabilities with its external opportunities.

A

STRATEGIC PLANNING

81
Q

typically examines an organization’s purpose, mission, philosophy, and goals in the context of its external
environment.

A

STRATEGIC PLANNING

82
Q

The five stages of the strategic planning process are:

A

Vision
Mission
Objectives
Strategies
Tactics

83
Q

Seven steps of a strategic planning process

A
  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
Q

There are many effective tools that assist
organizations in strategic planning. One of
the most commonly used in health-care
organizations is

A

SWOT ANALYSIS

85
Q

SWOT analysis, also known as TOWS
analysis, was developed by

A

Albert Humphrey

86
Q

are those internal attributes that
help an organization to achieve its
objectives.

A

Strengths

87
Q

are those internal attributes
that challenge an organization in achieving
its objectives.

A

Weaknesses

88
Q

are external conditions that
promote achievement of organizational
objectives.

A

Opportunities

89
Q

are external conditions that
challenge or threaten the achievement of
organizational objectives.

A

Threats

90
Q

Simple Rules for SWOT Analysis

A

● 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
Q

Strategic planning as a management process
generally includes the following steps:

A
  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
Q

Long-range planning for health-care
organizations historically has been
accomplished by

A

top-level managers, and
the board of directors, with limited input
from middle-level managers.

93
Q

is generally more involved in long-range planning at the unit level.

A

The first-level manager

94
Q

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.

A

Vision statements

95
Q

is a brief statement identifying the reason that an
organization exists.

A

The purpose or mission statement

96
Q

is of highest priority in the planning hierarchy because it influences the development of an
organization’s philosophy, goals, objectives,
policies, procedures, and rules.

A

The mission statement

97
Q

used to describe the
future state of the organization, i.e., what
the organization hopes to become in the
future.

A

VISION STATEMENT

98
Q

describes the current state of an organization and its primary goals or objectives.

A

MISSION STATEMENT

99
Q

Mission and vision statements play three critical
roles:

A
  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
Q

The difference between philosophy and mission
statement

A

Statement of philosophy defines the values
and beliefs of an organization, a statement
of mission defines its current and future
business activities

101
Q

They serve to give businesses a sense of
direction, purpose and unity. This can help
to unify and motivate management and
workers

A

OBJECTIVES

102
Q

Belief that guides a firm’s actions, unites its
employees, and defines its brand.

A

Core Value

103
Q

REASONS WHY CORE VALUES IS IMPORTANT

A
  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
Q

It can be defined as a benchmark of
achievement, which is based on desired
level of excellence.

A

Standard

105
Q

are the “how-to” of the
discipline or clinical specialty.

A

Standards of practice

106
Q

It ensure the highest level of quality of
nursing care is promoted.

A

Professional Standards

107
Q

As defined by the American Nurses’
Association (ANA), standards of nursing
practice consist of three components:

A

Professional standards of care define
diagnostic, intervention, and evaluation
competencies.

108
Q

WHY ARE STANDARDS IMPORTANT?

A
  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
Q

CHARACTERISTICS OF STANDARDS

A
  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
Q

ETHICAL PRINCIPLES IN NURSING

A

AUTONOMY
BENEFICENCE
FIDELITY
JUSTICE
NON-MALEFICENCE
VERACITY

111
Q

Respect for an individuals right to
make their own decisions.

A

AUTONOMY

112
Q

The quality of doing good

A

BENEFICENCE

113
Q

Loyalty and promise to an individual

A

FIDELITY

114
Q

Fair and equal treatment for all.

A

JUSTICE

115
Q

Never doing harm to any individual.

A

NON-MALEFICENCE

116
Q

Honesty when dealing with an
individual.

A

VERACITY

117
Q

WHY NURSING ETHICS ARE IMPORTANT

A

➔ 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
Q

COMPETENCY STANDARDS OF NURSING
PRACTICE IN THE PHILIPPINES (Philippine
Nurse Licensure Examination 2007)

A
  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
Q

2005 CORE COMPETENCY STANDARDS FOR
NURSING PRACTICE IN THE PHILIPPINES

A
  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.

4th Year PRELIMS (9 decks)

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