PRELIM Flashcards
Process of influencing others to achieve organizational goals
Leadership
3 Purpose of Leadership
Motivate
Lead
Guide
Standing up for oneself without violating the rights of other
Assertiveness
Trying to convince someone by using reason
Rationality
Making an individual important before making a request
Ingratiation
Offering exchange of favor
Exchange
Coercive
Giving punishment or reward
Sanction
Backing up a request with a threat to damage an infividuals oppurtunity for advancement
Blocking
Getting workers to back up
Coalition
Obtaining support of higher
Upward appeal
People that operate and use financial and material resources
Manpower
Devices that help organization
Machines
Budget allocated
Money
Refers to body of technique
Methods
Physical resources
Materials
Time as resource
Moment
People responsible for planning
Manager
Respect
People follow you because of what you are and what you represent
Personhood
Reproduction
Peope follow because of what youve done for them
People Development
Results
People follow because of what youve done for the organization
Production
Relationships
People follow because they want to
Permission
Rights
People follow because they have to
Position
Gilbert’s D PATHOS SHAF
Dominance
Poise
Aggressiveness
Tolerance for others view
High capacity to attain status
Orderly thinking
Self confidence
Sensitivity to others
High need to achieve
Ambition
Flexibility
Only a select few were born to lead
Trait Theories
3 Trait Theorist
Stogdill
Bass
Gilbert
Start of Trait Theories
Mid 1800’s
Start of Behavioral Theories
Early 1930’s
He developed a profile of successful leaders and traits
Stogdill
He classified intelligence, personality, and abilities
Bass
Found potential leaders has D PATHOS SHAF
Gilbert
Focused on what leaders do and that leadership is a learned behavior
Behavioral Theorist
4 Behavioral Leadership Styles
Autocratic
Democratic
Laissez Faire
Bureaucratic
Make decisions without input from others
POWER, AUTHORITY, NEED FOR APPROVAL
Autocratic
Aka as participative or shared leadership
Members participate
Democratic
Give others freedom to make decisions
Uninvolved in the day to day work
Provides no direction or facilitation
Laissez Faire
By Jenkins and Henderson (1984)
Relies on organization policies and rules
Bureaucratic
Task>Relationships
Autocratic/Authoritarian
Directive behavior
Use coercion
But effective in crisis
Authoritarian/Autocratic
2 way communication
Democratic/Shared or Participative
Abstains from leading
Laissez Faire
Inflexible rules
Bureaucratic
No best way to organize
Leaders should adapt
Contigency Leadership Theory
Leadership style must fit the situation
Effective when he matches leadership style to situational factors
Fiedler’s Contingency Theory
(Good to Poor)
Degree which leader enjoy the loyalty or subordinates
Manager-Followers Relationship
(High to Low)
Degree which task is clearly described
Task structure
(Strong to Weak)
Degree which leaders are able to administer rewards and punishment
Manager Power
Start of Fiedler’s Contingency Theory
1967
Start of Situational Leadership Theory
2007
Leader adapts style to suit the current work environment or needs of team
Situational Leadership Theory
People behind Situational Leadership Theory
Hersey
Blanchard
Johnson
Requires close supervision and constant guidance
Repetitive results are neede
Novice Level
Unable, unwilling and insecure
Telling Style (High Task to Low Relationship)
Unmotivated to perform a task
Unable but willing and confident
Selling (High Task to High Relationship)
Able but unwilling and insecure
Paticipating (Low task to High relationship)
Team is efficient requires little guide
Able, willing and confident
Delegating (Low task to low relationship)
Provide specific instructions and close supervision
Unable, unwilling and insecure
Telling (High task to Low relationship)
Explain your decisions and provide clarification
Unable but willing and confident
Selling (High task to High relationship)
Share ideas and facilitate in making decisions
Able but unwilling and insecure
Participating (Low task to High relationship)
Turn over responsibility
Able, willing and confident
Delegating (Low task to low relationship)
Separate decision making into expectancy, instrumentality, and valence
Vromm-Yetton Expectancy Model
How much they believe that their additional effort will help them
“Efforts will leaf to high performance”
Expectancy
How much they believe that rewards will actually appear
“Performance will lead to predicted outcome”
Instrumentality
How much they value the potential rewards
“Predicted outcomes are desirable”
Valence
Influence their subordinates
SATISFACTION
MOTIVATION
PERFORMANCE
House-Mitchell Path-Goal Theory
Provide clear instructions
Promotes transparency
For marginally and partially employees
Directive leadership
Focuses on supportive and friendly work environment
Routine and very experienced employee
Supportive Leadership
Involves consultation and request for opinions
For moderate and somewhat ambiguous
Participative leadership
Includes setting challenging goals
For skilled and higky innovative and ambiguous
Achievement-oriented leadership
Increasing calue on collaboration and teamwork
Must use additonal skills especially group and political leadership
Contemporary Leadership
Should be updated
Update himself
Identify olf and learn new
Quantum Leadership
Stability to instability and order to disorder
Permanent strusture is doomed to fail
Chaos Theory
Personal qualities such as charm
Leaders personality arouses great affection
Charismatic Leadership
Not concerned with status quo but with effecting revolutionary change
Better selves over self interest
Transformational Leadership
All about understanding a person and be the best version
Relational Leadership
Emphasizes collaboration
One is in charge but power and influence is shared with group
Shared Leadership
Prioritize the greater good
Servent Leadership
According to him leadership occurs when other peoples needs take priority
Greenleaf (1991)
6 Servant Leaders Skills
Stewardship
Listening
Awareness
Persuasion
Foresight
Commitment
The most important skill
Listening
____ of the situation or individual need
Awareness
Convince, do, or believe
Persuasion
A visionary to create change
Foresight
Take responsibility and accountable
Stewardship
____ to the growth of individuals
Commitment
Suggest the skills of servant leaders
Campbell and Rudisill
Process by which cooperative group direct action toward common goals
Management
Is a practice rather than science of profession
Management
Process of accomplishing goals of the group through efficiency and effective use of resources
Management
Involves techniques by which a distinguished group of people coordinate service of people
Management
4 Major Function of Management
Planning
Organizing
Directing
Controlling
Working through staff members to be able to provide comprhensive care to the patient
Nursing Management
Closely identifies with the actual delivery of care
First Line Manager
Coordinates the activity of all staff
First Line
Daily management of line workers
First Line
Make the decisions with yhe help of few guidelines
First Line
Managing staff
Preparing budget and schedule
Writing and implementing policies
Middle Manager
Carrying out the goals set by top mamagement
Communicates upward and downward
Middle Manager
Supervises multiple dept
Ensures all coent by nurses is carries out
Making wide decision
Top Manager
Theory of Scientific Management
PRODUCTIVITY, PROFIT, EFFICIENCY
Observed people in electric plant
Frederick Taylor
Follower of Taylor
Forerunner of PERT chart
TASK AND BONUS remuneration plan
Henry Gantt
Between work and time
PROGRAM
EVALUATION
REVIEW
TECHNIQUE
PERT CHART
Father of Organization Theory
Bureacracy
Max Weber
Stressed the selection of qualified
Luther Gulick
Studied function of managers
Father of Management Process School
Henry Fayol
Task must be group and are specially trained to efficiently perform the job
YOU SHOULD KNOW YOUR JOB
Division of Labor
Pure obligation to do the task
Ability to give orders
AUTHORITY
One supervisor
UNITY OF COMMAND
One path, goal, objective, MANAGER
UNITY OF DIRECTION
Highest to lowest
Top to bottom
SCALAR CHAIN
Importance to organizations INTEREST
SUBORDINATION
Fair and just
EQUITY
Everything in order of right place and time
ORDER
Secure job status
Stability of Tenure
Given freedom how to work and make decision
INITIATIVE
Upper level or manager lies on decision maminf
CENTRALIZATION
Rules and regulation
DISCIPLINE
Equal work and pay
Remuneration
Unity
Esprit de Corps
Respondeat superior
Leader act for subordinate
Command Responsibility
Every employee have job description
Principle of Definition
Entristing responsibility to others and create accountability
Principle of Delegation
Provides learning oppurtunities
Increase power
Delegation
5 Rights of Delegation
Person
Task
Supervision
Direction
Circumstance
Waste of time
Believe that no one else
Fear of criticism
Need to be perfect
Enjoy personal satisfaction
Gained from doing the work herself
Cause of Underdelegating
Do not delegate
• assesment, teaching, evaluation and judgement
delagate
• standard procedures
• stable and predictable
Rules of Delegation
Exercise power WITH people rather than OVER
Mary Follet
Hawthorne Effect
Special attention
Show concern to subordinates
Elton Mayo
Phases of behavior change
Kurt Lewin
What needs to be change
Unfreezing
Practicing/Doing
Changing
Integrating to daily
Refreezing
Management by objectives
Peter Drucker
2 approach to decision making
Herbet Simon
Choosing the best alternative
Optimizing
First workable solution
Satisfying
Already have power
Traditional Authority
Sacred characteristics
Charisma
Based on knowledge, skills, ability
Rational Legal Authority
Proposed managerial roles
Henry Mintzberg
Interpersonal
• figurehead
• leader
• liaison
Gathering info
Informational
• monitor
• dissemination
• spokesman
Sharing Info
Decision
• entreprenuer
• disturbance handler
• negotiator
• resource allocator
Strategic decision making
Company’s reason for being
Sense of purpose to employees
Mission
Where company aspires to go
Vision
Concrete goals that company seek
Challenging but achievable
Measurable
Objectives
Devise a strategic plan
Situation analysis
Process of using available knowledge to document intended direction
Strategy formulation
Specific strategic alternatives are developed
Strategic Formulation
Translating jnto detailed policies
Implementation
Strategy need to be measure or evaluated to keep plan on track
Control
Entails forecasting or setting broad outline of work to be done
Primary process of selecting and relating facts
PLANNING
Achievable plan from 6-12
Short term
Devised for an exceptional risk
Contingency Plan
Plan achieve more than a year
LONG TERM
Look into the future and decide in advnace
FORECAST
Mental image or power of imagination
Vision
Statement identifying reason of organization existence
Purpose or Mission
Identify organization consituency and ethics
Purpose or Mission
Delineates values and beliefs
Direct all plan
Basis for developing philosophies
Philosophy
General and broad and can be one or more
GOAL
Specific and concrete action commitements
OBJECTIVE
Activities to attain goals
Programs
Technique for allocating time
Time management
Financial road map
Plan for future and set operating cost
Budget
Salary Expense Budget
Cost of direct labor
Personnel Budget
Weighted statistical measurement of illness severity
Acuity Index
Ratio of RNs
Staffing Mix
Annual Budget
Coincides with fiscal year
Second area of expenditure
Operating/Revenue and Expense Budget
Reflex response of service volume
Operating/Revenue and Expense Budget
Building and mahor equipment with 5-7 life
Capital Budget
Broad guidelines for managerial decision
Policies
Effective tool for orienting new employees
Manual
Consist of policies on admission, discharge, death…
Nursing Service Policy Manual
Ensure unity among departments
Interdepartmental Policies
Should be available in each unit to familiarize nurses with procedures
Nursing Procedure Manual
