RN as a supervisor

Question 1

director

Answer 1

• determines mission and vision
• determines where the organization is going
• sets organizational goals

Question 2

manager

Answer 2

• deals with groups, priorities
• allocates resources
• planning the support overall

Question 3

supervisor/charge nurse

Answer 3

• deals with individuals, scheduling, and tasks
• people will be directly responsible to you
• exists at all levels

Question 4

team leader

Answer 4

• reports to charge nurse

- functions as a leader to a small group of employees, usually LVNs, CNAs, and MAs

Question 5

key supervisory function

Answer 5

• communication

- feedback

Question 6

bases of power

Answer 6

• gender
• positional/organizational
• personal

Question 7

legitimate power

Answer 7

• power gained by a title of official position within an organization
• source: position
• positional power

Question 8

reward power

Answer 8

• ability to grant favors or reward other with whatever they value
• source: ability to grant favors
• positional power

Question 9

coercive power

Answer 9

• based on fear of punishment
• source: fear
• positional power

Question 10

informational power

Answer 10

• obtained when people have info that others must have to accomplish their goals
• source: the need for info
• both positional and personal power

Question 11

expert power

Answer 11

• having critical knowledge allows a manager to gain power over others who need that knowledge
• source: knowledge and skill
• personal power

Question 12

referent power

Answer 12

• people who are well liked and respected
• easily identified with by others
• has desirable resources
• source: association with others
• personal power

Question 13

charismatic power

Answer 13

• type of referent power
• uses personal charm to get things done
• has attractive qualities: persuasive, mesmerizing
• source: personal
• personal power

Question 14

connected power

Answer 14

• “cool kids”

- positional power

Question 15

consequences of expert power

Answer 15

commitment

Question 16

consequences of referent power

Answer 16

commitment

Question 17

consequences of legitimate power

Answer 17

compliance

Question 18

consequences of reward power

Answer 18

compliance

Question 19

consequences of coercive power

Answer 19

resistance

Question 20

types of organizational politics

Answer 20

• 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…”

Question 21

controlling political behavior

Answer 21

• 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

Question 22

emotional intelligence

Answer 22

ability to appropriately express and control your emotions and understand and affect the emotional reaction of others

Question 23

four factors of EI

Answer 23

• perceiving emotions
• reasoning with emotions
• understanding emotions
• managing emotions

Question 24

supervisor/charge nurse responsibility

Answer 24

• 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

Question 25

anecdotal notes

Answer 25

• written method to document achievements and deficiencies, non-formal notes, usually done in chronological order
• performance appraisal tool

Question 26

competence assessment

Answer 26

• evaluates skills, education, and knowledge the employee has to perform on the job
• performance appraisal tool

Question 27

performance evaluation

Answer 27

• 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

Question 28

scales

Answer 28

• a specific list of tasks, job duties, and sometimes personal traits that are graded using a Likert scale
• performance appraisal tool

Question 29

checklist

Answer 29

• a weighted scale for statements of required behavioral job traits
• performance appraisal tool

Question 30

ranking

Answer 30

• rates employee contribution in comparison to other employees in the same setting
• criteria can be quite specific or quite fuzzy
• performance appraisal tool

Question 31

nurse to nurse evaluations

Answer 31

• 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

Question 32

committee evaluations

Answer 32

• two or more persons review your performance
• receive a variety of viewpoints
• threatening and time consuming

Question 33

halo effect

Answer 33

• one/two aspects of the employee overshadows the remaining appraisal components
• appraisal errors

Question 34

horn effect

Answer 34

• allows a negative aspect to overshadow the overall appraisal
• appraisal errors

Question 35

central tendency

Answer 35

• everything is “competent” or “average”

- appraisal errors

Question 36

matthew effect

Answer 36

• appraisal results stay the same through out their employment
• past appraisals effect current ones
• appraisal errors

Question 37

compatibility

Answer 37

• lack thereof

- appraisal errors

Question 38

non-compliance

Answer 38

• manager does not do or is late on completing the performance evaluation
• appraisal errors

Question 39

hypercritical

Answer 39

• too critical

- appraisal errors