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Leadership > Test 1 Blueprint > Flashcards

Test 1 Blueprint Flashcards

1
Q

The values & behaviors that contribute to the unique social & psychological environment of an organization. (Sacred cows, formal/informal communication networks, rituals)

A

Organizational CULTURE

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2
Q

How employees perceive an organization.
May be accurate or inaccurate.
Differs from person to person.

A

Organizational CLIMATE

Remember…climate changes and is different from place to place

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3
Q

Top down control…a few make most of the decisions

A

Centralized

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4
Q

Decision making is diffused throughout the organization. Problems are solved at the lowest practical level.

A

Decentralized

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5
Q

Too many committees

Too many people reporting to a single manager or to little

A

Symptoms of poor organizational structure

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6
Q

Alternative to traditional bureaucratic organizational structure
Nurses at every level play a role in decisions that affect nursing
One of the most empowering and innovative org. structures

A

Shared governance

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7
Q

Remove hierarchial layers, decentralized organization.
Still has line authority, but flatter structure so decision making can be made where the work is done.
Flat, but still similar to a bureaucracy in some ways.

A

Flattened structure

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8
Q

To be productive, committees should have:

  • appropriate # of members
  • prepared agendas
  • clearly outlined tasks
  • effective leadership
A

Factors to consider when forming committees

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9
Q

When does communication begin?

A

the moment two people are aware of each others’ presence

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10
Q

What is the most critical leadership skill and often determines success as a leader-manager?

A

Communication

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11
Q

This impacts all management activities and cuts across all phases of the management process

A

Communication

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12
Q

Organizations have ____ & ____ communication networks

A

formal & informal

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13
Q

Communication must be ____, ____, & ____.

A

clear, simple, & precise

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14
Q

Formal, impersonal, unaffected by emotions

A

Information

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15
Q

Involves perception & feeling

A

Communication

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16
Q

____ communication methods should be used when a message is important

A

Multiple

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17
Q

Methods of communication (4)

A

Written
Face-to-face
Telephone
Nonverbal

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18
Q

Verbal or nonverbal: which is more reliable?

A

nonverbal

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19
Q

4 stages of group formation

A

Forming
Storming
Norming
Performing

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20
Q

Which stage of group formation?

  • relationships formed
  • expectations defined
  • directions given
A

Forming

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21
Q

Which stage of group formation?

  • competition
  • establish identities
  • comfortable to disagree
  • if managed well, can be effective
A

Storming

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22
Q

Which stage of group formation?

  • establishing rules
  • defines work
  • may never occur
A

Norming

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23
Q

Which stage of group formation?

-work gets done

A

Performing

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24
Q

Sequencing of the management process:

A 
Planning
Organizing
Staffing
Directing
Controlling
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25
Q

Sequencing of the mgmt process:
Determine philosophy, goals, objectives, policies, procedures, & rules.
Carry out long & short-range projections.
Determine a fiscal course of action.
Manage planned change.

A

Planning

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26
Q

Sequencing of the mgmt process:
Establish structure to carry out plans, determining best type of pt care delivery, group activities to meet goals.
Working within the structure of the org and understanding & using power and authority appropriately.

A

Organizing

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27
Q

Sequencing of the mgmt process:
Consists of recruiting, interviewing, hiring, and orienting staff.
Scheduling, staff development, employee socialization, & team building.

A

Staffing

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28
Q

Sequencing of the mgmt process:
HR mgmt responsibilities such as motivating, managing conflict, delegating, communicating, & facilitating collaboration

A

Directing

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29
Q

Sequencing of the mgmt process:
Performance appraisals, fiscal accountability, quality control, legal/ethical control, professional & collegial control

A

Controlling

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30
Q

3 Leadership STYLES

A

Authoritarian
Democratic
Laissez-faire

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31
Q

Leadership style:
-well-defined group actions
-predictable, reduced frustration, security
-high productivity
BUT…
-reduced creativity, self-motivation, & autonomy

A

Authoritarian

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32
Q

Behaviors indicative of which leadership style:

  • strong control
  • motivation by coercion
  • direction with commands
  • communication flows downward
  • decisions by one
  • emphasis on difference in status (I & you)
  • criticism is punitive
A

Authoritarian

Think…military

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33
Q

Leadership style:

  • promotes autonomy & growth
  • creates positive relationships
  • especially effective when cooperation & coordination btwn groups necessary
  • may be less efficient quantitatively than authoritative
A

Democratic

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34
Q

Behaviors indicative of which leadership style:

  • less control
  • economic & ego awards for motivation
  • direction through suggestions & guidance
  • communication flows up & down
  • others involved in decisions
  • emphasis on we instead of I & you
  • constructive criticism
A

Democratic

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35
Q

Leadership style:

  • frustrating b/c nondirected leadership
  • apathy, disinterest
  • productive if group members motivated & self-directed
A

Laissez-faire

36
Q

Behaviors indicative of which leadership style:

  • permissive
  • motivates by support when requested
  • provides little or no direction
  • upward & downward communication between members of group
  • disperses decision making throughout the group
  • emphasis on the group
  • doesn’t criticize
A

Laissez-faire

37
Q

When mgmt pays special attention to workers, productivity increases regardless of working conditions.
People respond to the fact that they are being studied,

A

Hawthorne effect

38
Q

4 types of leaders

A

Transformational
Transactional
Interactional
Situational and contingency

39
Q

Characteristics of servant leadership:

A

THINK OF JESUS

  • serve first, leader second
  • promotes collaboration, teamwork, and collective activism
  • Listens and understands
  • Keeps open mind, no judgement
  • Deals with ambiguity, paradoxes, and complex issues
  • Asks for input from all parties
  • Clear on goals
  • Thinks before reacting
  • Chooses words carefully
  • Foresight and intuition
  • Sensing r’ships and connections
40
Q
  • CLARIFIES unit norms and values to all new employees
  • Infuses a TEAM SPIRIT
  • Serves as a ROLE MODEL / MENTOR
  • Encourages MENTORSHIP between senior and junior employees
  • Observes for signs of KNOWLEDGE OR SKILL DEFICIT in employees and intervenes
  • Assists employees in developing PERSONAL STRATEGIES
  • Sensitive to the needs of a CULTURALLY and ETHNICALLY DIVERSE staff
  • Continually promotes aspects of LO to employees
  • Utilizes EBP
  • ENCOURAGES & SUPPORTS workers in learning
A

Traits of a leader to build a cooperative and effective team

41
Q

Which type of leader?

  • Identifies common values
  • Is committed
  • Inspires others with vision
  • Has long-term vision
  • Looks at effects
  • Empowers others
A

Transformational

42
Q

Which type of leader?

  • Focuses on management tasks
  • Is a caretaker
  • Uses trade-offs to meet goals
  • Does not identify shared values
  • Examines causes
  • Uses contingency reward
A

Transactional

43
Q

Which type of leader?

- Behavior generally determined by the relationship between the leader’s PERSONALITY and the specific SITUATION

A

Interactional

44
Q

Which type of leader?

  • Leadership style should vary according to the situation of the individuals involved
  • No one leadership style is ideal for every situation
  • The task to be accomplished and the power associated with the leader’s position are also variable
A

Situational and Contingency

45
Q

The attributes of a person which are productive in some economic context, although it is normally measured and conceived of as a private return to the individual as well as a social return

A

Building human capital

46
Q

States that leaders must work together with subordinates to identify common goals, exploit opportunities, and empower staff to make decisions for organizational productivity to occur

A

Quantum leadership

47
Q

Refers to the ability to use emotions effectively and is required by leaders/managers in order to enhance their success.
Critical for building a cooperative and effective team.

A

Emotional intelligence

48
Q

5 components of emotional intelligence:

A
  1. Self-awareness
  2. Self-regulation
  3. Motivation
  4. Empathy
  5. Social skills
49
Q

Brief statement identifying the reason the organization exists

A

Mission statement

“Why were here”

50
Q

What does a mission statement identify?

A

constituency

position regarding ethics, principles, and standards of practice

51
Q

Delineates the set of values and beliefs that guide all actions of the organization

A

Philosophy statement

“What that’s gonna look like”

52
Q

Plans reduced to statements or instructions that direct organizations in their decision making. These comprehensive statements, derived from the organization’s philosophy, goals, and objectives, explain how goals will be met and guide the general course and scope of organizational activities

A

Policies

“How we’re gonna get there…big picture”

53
Q

The step-by-step process
Plans that establish customary or acceptable ways of accomplishing a specific task and delineate a sequence of steps of required action

A

Procedures

“How we’re gonna get there…step-by-step”

54
Q

Responsibility of the mgr to review and revise policies and procedure statement to keep them current and applicable

A

Assessing for revisions

“How we’re gonna stay current”

55
Q

What is included in the process of planning and the role of the leader in planning?

A
  • mission statement
  • identify purpose
  • 3 to 5 year goals
  • strategies to meet goals
56
Q

7 parts to the planning hierarchy:

A 
Mission
Philosophy
Goals
Objectives
Policies
Procedures
Rules

“Matthew Philip, GOP, Personal Record”

57
Q

Proactive planning is:

A

aka “interactive planning”

  • DYNAMIC, adaptive
  • Looks to the FUTURE
58
Q

Reactive planning is:

A
  • Occurs AFTER a problem exists

- Plan to return organization to a previous, more comfortable state

59
Q

Empowerment is a hallmark of _____ leadership.

A

transformational

60
Q

Empowerment is the _____ of power.

A

decentralization

61
Q

Empowerment occurs when:

A
  • Leaders COMMUNICATE their vision
  • Employees are given OPPORTUNITY to use their talents
  • LEARNING, CREATIVITY, and EXPLORATION are encouraged
62
Q

There is a close relationship between time mgmt and _____.

A

stress

63
Q

Steps in time mgmt:

A
  1. allow time for planning and priorities
  2. highest priority task first
  3. one task at a time
  4. reprioritize often
64
Q

How to handle large tasks…

A

break down into smaller tasks

“Eat the elephant one bite at a time”

65
Q

Daily list as a time mgmt tool:

A
  • identify key PRIORITIES of the day
  • determine expected LEVEL OF ACHIEVEMENT of prioritized task
  • assess the STAFF assigned to work with you
  • review the SHORT AND LONG-TERM plans of the unit
  • PLAN AHEAD for meetings
  • allow TIME TO ASSESS PROGRESS of goal attainment
  • TAKE BREAKS and use electronic calendars
66
Q

Strategies mgrs can use to manage time:

A
  • be AUTHENTIC
  • favor trusting RELATIONSHIPS
  • lifestyle that gives maximal ENERGY
  • organized day by BIORHYTHMS
  • set few PRIORITIES, stick to them
  • SAY NO to things not consistent with set priorities
  • set aside time for FOCUSED EFFORT
  • look for ways to work BETTER AND FASTER
  • build solid PROCESSES
  • spot TROUBLE, SOLVE PROBLEMS immediately
  • one STEP at a time
  • focus on IMPORTANT stuff, drop the crap
67
Q

The use of nursing staff in an acute care setting according to their expertise and qualifications.
Assoc degree nurse, BSN, MSN; each nurse is not the whole of nursing but part of the whole.

A

Differentiated nursing practice and competency model

68
Q

A combination of a critical pathway and a nursing care plan, which indicates times when nursing interventions should occur.
All healthcare providers follow the care MAP to facilitate expected outcomes.

A

care multidisciplinary action plans (MAP)

69
Q

If a patient deviates from the normal plan, a _____ is indicated.

A

variance

70
Q

Oldest mode of organizing pt care.

Nurses assume total responsibility of pt.

A

Total patient care

71
Q

Another name for “total patient care” is:

A

case method

72
Q

Disadvantage of total patient care model

A

delivery decreases when the nurse is inadequately prepared to provide total care to the patient

73
Q

Evolved as a result of WWII
Uses relatively unskilled workers with training for certain tasks
Care is assigned by task rather than patient

A

Functional nursing

74
Q

Advantage of functional nursing

A

efficiency, tasks are completed quickly, little confusion regarding responsibilities

75
Q

Disadvantage of functional nursing

A

fragmented care, overlooking patient needs

76
Q

Ancillary personnel collaborates in providing care to a group of patients under the direction of a professional nurse
Requires extensive team communication
Allows members to contribute their own special expertise or skills

A

Team nursing

77
Q

Disadvantage of team nursing

A

disadvantage associated with improper implementation rather than the philosophy itself

78
Q

Modification of team and primary nursing
Similar to team, but smaller team
Pairs professional nurses with ancillary staff to deliver care to groups of patients
Used frequently during the ’80s and ’90s

A

Modular nursing

79
Q

Uses some of the concepts of total patient care
Brings the nurse back to the bedside to provide clinical care
Can succeed with a diverse skill mix just as team nursing or any other model can succeed with an all-RN staff
High job satisfaction

A

Primary nursing

80
Q

Disadvantage of primary nursing

A

difficult to implement b/c of the degree of responsibility and autonomy required of the nurse

81
Q

Collaborative process that assesses, plans, implements, coordinates, monitors, and evaluates options and services to meet an individual’s health needs through communication and available resources to promote quality, cost-effective outcomes
Coordinates care through an episode of illness
Focus is on individual clients, not populations of clients

A

Case management

82
Q

Disadvantage of case management nursing model

A

Some feel that the role of case manager should be reserved for the advance practice nurse or RN with advanced training

83
Q

Critical pathways

A

standardized predictions of pt’s progress for a specific diagnosis or procedure

84
Q

Critical pathways can also be called:

A

clinical pathways or care pathways

85
Q

5 nursing models of providing pt care

A
  1. Total patient care
  2. Functional
  3. Team and modular
  4. Primary
  5. Case managment

Leadership (1 decks)

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