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nursing roles within an organization Flashcards

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1
Q

management

A
  • act or manner of guiding or taking charge of handling, direction, or control
  • process of leading and directing all or part of an organization through the deployment and manipulation of resources
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2
Q

characteristics of a manager

A
  • assigned position
  • legitimate source of power
  • specific responsibilities
  • emphasize control
  • manipulate people, environment, money, time, and other resources
  • greater formal responsibility and accountability
  • direct willing and unwilling subordinates
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3
Q

management functions/process

A
  • planning activities
  • organizing
  • staffing
  • directing
  • controlling
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4
Q

leader

A
  • individual who is out front, taking risks, attempting to achieved shared goals, and inspiring other to action
  • person who influences and guides direction, opinion, and course of action
  • only a person’s behavior determines if he or she holds a leadership role
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5
Q

characteristics of leader

A
  • no delegated authority
  • obtains power thru influence
  • wider variety of roles
  • may be part of the formal organization
  • emphasize interpersonal relationships
  • direct willing followers
  • goals may or may not reflect those of the organization
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6
Q

the great man theory

A
  • some people are born to led

- others are born to be led

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7
Q

trait theory

A

certain characteristics or personality traits make them better leaders

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8
Q

behavioral theories

A
  • authoritarian/autocratic
  • democratic
  • laissez-faire
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9
Q

authoritarian/autocratic

A
  • usually found in very large bureaucracies
  • no autonomy, decision making, communication, no motivation (coercion),
  • status: “I”
  • punity criticism
  • direction with commands
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10
Q

democratic

A
  • decision making involves others
  • good autonomy, communication
  • a part in decision making
  • less control
  • “we”
  • productivity not as good
  • time wasted on decision making
  • constructive criticism
  • motivation with rewards
  • promotes autonomy and growth in individual workers
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11
Q

laissez-faire

A
  • permissive, with little or no control
  • all autonomy
  • group decision making
  • no control, productivity, criticism, motivation, or direction
  • “you”
  • communication among group, not towards leader
  • group apathy and disinterest can occur
  • appropriate when problems are poorly defined and brainstorming is needed to generate an alternate solution
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12
Q

situational & contingency theories

A
  • leadership styles should vary according to the situation or the individuals involved
  • the situations should determine the directives given after allowing everyone to know the problem
  • no one leadership style is ideal for every situation
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13
Q

interactional theories

A
  • leadership behavior is generally determined by the relationship between the leader’s personality and specific situation
  • leader and follower contributing to the working relationship and both receiving something from it
  • leader-follower-situation
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14
Q

theory z

A
  • consensus decision making
  • strong bonds of responsibility
  • lifetime employment and slower promotions
  • holistic concerns for workers
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15
Q

transformational leadership

A
  • both leaders & followers have the ability to raise each other to higher levels of motivation and morality
  • the manager is committed, has a vision, and is able to empower others with this vision
  • leads followers to levels of higher morals
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16
Q

transformational leader

A
  • identifies common values
  • is committed
  • inspires other with vision
  • has long-term vision
  • looks at effects
  • empowers others
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17
Q

transactional leader

A
  • focuses on mgmt task
  • is a caretaker
  • uses trade-offs to meet goals
  • does not identify shared values
  • examines causes
  • uses contingency reward
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18
Q

full-range leadership theory

A
  1. inspirational motivation
  2. idealized influence (attributed or behavior)
  3. intellectual stimulation
  4. individualized consideration
  5. contingent reward
  6. active mgmt by exception
  7. mgmt by exception passive
  8. non leadership
    * *need a combo of this
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19
Q

integrating leadership and mgmt skills

A
  • think in longer term
  • look outward, toward the organization
  • influence others beyond their own group
  • emphasize vision, values, and motivation
  • politically astute
  • think in terms of change and renewal
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20
Q

organizational structure

A

refers to the way in which a group is formed, its lines of communication, and its means for channeling authority and making decisions

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21
Q

formal organizational structure

A

provides a framework for defining managerial authority, responsibility, and accountability

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22
Q

informal organizational structure

A

is generally a naturally forming social network of employees

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23
Q

bureaucracy

A
  • organizational theory
  • clear division of labor
  • well defined hierarchy of authority
  • impersonality of interpersonal relationships
  • system of procedures
  • system of rules
  • employment and promotion
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24
Q

components of an organization structure

A
  • relationships and chain of command
  • span of control
  • managerial levels
  • centrality
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25
Q

span of control

A
  • the # of people directly reporting to any one manager
  • the # of interactions expected of the manager
  • ranges from 3-50 employees
26
Q

top-level managers

A
  • look at the organization as a whole
  • coordinating internal and external influences
  • ex: CEO, CFO, DON
27
Q

middle-level managers

A
  • coordinate the efforts of the lower level of the hierarchy
  • the channel between lower and top level managers
  • ex: nurse manager
28
Q

first-level managers

A
  • concerned with their specific unit’s work flow

- ex: charge nurse

29
Q

centrality

A
  • location of a position on an organization chart where frequent and various types of communication occur
  • middle manager has a large degree of centrality
30
Q

line structures

A

authority and responsibility are clearly defined

31
Q

ad hoc design

A
  • facilitate completion of a project

- form a structure to finish a project

32
Q

matrix structure

A

focus on product (pt outcome) and function

33
Q

service line organization

A

address the shortcomings

34
Q

flat designs

A
  • remove hierarchical layers
  • saves money
  • better communication
35
Q

limitations of organization charts

A
  • informal structure
  • authority
  • responsibility
  • accountability
36
Q

centralized decision making

A

managers at the top of the hierarchy make decisions

37
Q

decentralized decision making

A

diffuses decision making throughout the organization

38
Q

stakeholders

A

have interests in what the organization does but may or may not have the power to influence the organization to protect their interest

39
Q

organizational culture

A
  • the total of an organization’s values, language, traditions, customs, and sacred cows
  • a system of symbols and interactions unique to each organization
40
Q

organizational climate

A

how employees perceived an organization is

41
Q

philosophy

A

describes the beliefs values, assumptions, and goals of the institution

42
Q

policies

A

general descriptions of the agency approach to achieve the agency’s goals in an expedient manner

43
Q

procedures

A

describe a specific process needed to complete at task

44
Q

quality control

A

activities that are used to evaluate, monitor, or regulate series rendered to consumers

45
Q

hallmarks of effective QC programs

A
  • support from top-level administration
  • commitment by the organization
  • goals reflect search for excellence
  • ongoing process
46
Q

basic steps of QC

A
  • determine criteria first
  • info is collected to determine if the standard has been met
  • educational or corrective action is taken if the criterion has not been met
47
Q

benchmarking

A

process of measuring practices against the best performing organization

48
Q

steps of auditing QA

A
  • establish control criteria
  • ID the info relevant
  • determine ways to collect info
  • collect and analyze info
  • compare collected info
  • make a judgment about quality
  • provide info, take corrective action
  • reevaluate
49
Q

standard

A
  • predetermined level of excellence that serves as a guide for practice
  • used as a measurement tool, must be objective, measurable, and achievable
50
Q

audit

A

systematic and official examination of a record, process, structure, environment, or an account to evaluate performance

51
Q

retrospective audits

A

after a pt is d/c, looking back on pt chart

52
Q

concurrent audits

A

while the pt is in the hospital

53
Q

prospective audit

A

future

54
Q

outcome audits

A

determine what results occur as a result of specific nursing interventions

55
Q

process audits

A

measure how nursing care is provided

56
Q

structure audits

A

assume that a relationship exists between quality care and appropriate structure

57
Q

total quality management/continuous improvement

A
  • individual is the focal element on which production and service depend
  • empowerment of employees
  • quality is more important than profit
58
Q

the toyota production system

A
  • eliminate problems at their root

- decentralized problem solving

59
Q

risk mgmt

A
  • attempts to analyze problems and minimize losses after a pt care error occurs
  • directed towards IDing, evaluating, and taking corrective action against potential risk that could lead to injury of a pt, staff, or visitor
60
Q

functions of risk mgmt

A
  • define situations that place they system at financial risk
  • determine frequency of occurrences
  • intervene and investigate identified events
  • identify potential risk or opportunities to improve care
61
Q

strategies to minimize medical errors

A
  • reporting and analyzing errors
  • the leapfrog group
  • a six stigma approach
  • reforming the medical liability system

nursing role (8 decks)

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