RN as a supervisor Flashcards
director
- determines mission and vision
- determines where the organization is going
- sets organizational goals
manager
- deals with groups, priorities
- allocates resources
- planning the support overall
supervisor/charge nurse
- deals with individuals, scheduling, and tasks
- people will be directly responsible to you
- exists at all levels
team leader
- reports to charge nurse
- functions as a leader to a small group of employees, usually LVNs, CNAs, and MAs
key supervisory function
- communication
- feedback
bases of power
- gender
- positional/organizational
- personal
legitimate power
- power gained by a title of official position within an organization
- source: position
- positional power
reward power
- ability to grant favors or reward other with whatever they value
- source: ability to grant favors
- positional power
coercive power
- based on fear of punishment
- source: fear
- positional power
informational power
- obtained when people have info that others must have to accomplish their goals
- source: the need for info
- both positional and personal power
expert power
- having critical knowledge allows a manager to gain power over others who need that knowledge
- source: knowledge and skill
- personal power
referent power
- people who are well liked and respected
- easily identified with by others
- has desirable resources
- source: association with others
- personal power
charismatic power
- type of referent power
- uses personal charm to get things done
- has attractive qualities: persuasive, mesmerizing
- source: personal
- personal power
connected power
- “cool kids”
- positional power
consequences of expert power
commitment
consequences of referent power
commitment
consequences of legitimate power
compliance
consequences of reward power
compliance
consequences of coercive power
resistance
types of organizational politics
- managing impressions
- attacking, blaming
- controlling info: “I thought you knew…”
- forming coalitions: “we agreed that…”
- cultivating networks: “look who I know…”
- creating obligations: “you scratch my back…”
controlling political behavior
- provide sufficient resources
- introduce clear rules
- free flowing info
- manage change effectively
- remove political norms
- hire low politic employees
- increase opportunities for dialogue
- peer pressure against politics
emotional intelligence
ability to appropriately express and control your emotions and understand and affect the emotional reaction of others
four factors of EI
- perceiving emotions
- reasoning with emotions
- understanding emotions
- managing emotions
supervisor/charge nurse responsibility
- track educational requirements and training of employees
- schedule dates for employee to attend workshop, in service, or training
- notifies nurse manager and/or HR if employee is not in compliance
- may provide counseling to employee
anecdotal notes
- written method to document achievements and deficiencies, non-formal notes, usually done in chronological order
- performance appraisal tool
competence assessment
- evaluates skills, education, and knowledge the employee has to perform on the job
- performance appraisal tool
performance evaluation
- evaluates execution of regular job assignments/tasks, involvement in facility/ward activities, above and beyond achievements with ratings and comments
- often includes employee input on future goals
- performance appraisal tool
scales
- a specific list of tasks, job duties, and sometimes personal traits that are graded using a Likert scale
- performance appraisal tool
checklist
- a weighted scale for statements of required behavioral job traits
- performance appraisal tool
ranking
- rates employee contribution in comparison to other employees in the same setting
- criteria can be quite specific or quite fuzzy
- performance appraisal tool
nurse to nurse evaluations
- another employee at your level provides feedback and suggestions on your performance
- peer has a deeper understanding the job role
- difficult to take criticism from peers
committee evaluations
- two or more persons review your performance
- receive a variety of viewpoints
- threatening and time consuming
halo effect
- one/two aspects of the employee overshadows the remaining appraisal components
- appraisal errors
horn effect
- allows a negative aspect to overshadow the overall appraisal
- appraisal errors
central tendency
- everything is “competent” or “average”
- appraisal errors
matthew effect
- appraisal results stay the same through out their employment
- past appraisals effect current ones
- appraisal errors
compatibility
- lack thereof
- appraisal errors
non-compliance
- manager does not do or is late on completing the performance evaluation
- appraisal errors
hypercritical
- too critical
- appraisal errors
