Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

N478 > Week 10; Strategic planning & organizing > Flashcards

Week 10; Strategic planning & organizing Flashcards

1
Q

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

A

organizational structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Why is organizational structure important?

A

No matter where you may begin your first job you will be a part of a nursing healthcare organization. Having an understanding of how the organization functions and accomplishes it’s work, meets it’s goals and operates productively, will be essential for your success in that system.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

What are the advantages of an organizational chart?

A
  1. Maps lines of decision-making authority
  2. Helps people understand their assignments and those of their coworkers
  3. Reveals to managers and new personnel how they fit into the organization
  4. Contributes to sound organizational structure
  5. Shows formal lines of communication
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

What are the disadvantages of an organizational chart?

A
  1. Does not show the informal structure of the organization
  2. Does not indicate the degree of authority held by each line position
  3. May show things as they are supposed to be or used to be rather than as they are
  4. Possibility exists of confusing authority with status
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What does the organizational structure indicate? (2 things)

A
  1. Authority, power, hierarchy, span of control, expected communication lines for decisions…
  2. Shows how work gets done – the processes for communicating.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What do solid lines of the organizational chart depict?

A

the formal relationships, lines of communication, and authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What do the solid horizontal lines of an organizational chart indicate?

A

represent communication between people with similar spheres of responsibility and power but who have different functions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

What do the solid vertical lines between positions denote?

A

the official chain of command and the formal paths of communication and authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

How will the organizational structure affect you as a new grad?

A

The Org chart will show you where/who to go for questions, who’s in charge, who has the power to do something about issues/ concerns.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What does the organizational culture consist of?

A

a system of symbols and interactions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What does the organizational culture include?

A

a sum total of values, language, past history of “sacred cows,” formal and informal communication networks, and the rituals of an organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What does organizational culture differ from?

A

organizational climate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

What is organizational climate?

A

how individuals perceive the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What may the perception be of individuals in an organization?

A

may be accurate or inaccurate, and people in the same organization may have different perceptions about the same organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What 2 things is organizational culture?

A
  1. one cant’ see or touch this, as this is essentially invisible, but very real none- the less.
  2. Culture is the soul and personality of the institution. It is the basis of the corporate values and mileu.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What kind of structure provides a framework for defining managerial authority, responsibility, and accountability.

A

formal

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

What 3 things happen in formal structure?

A
  1. roles and functions are defined and systematically arranged
  2. different people have differing roles
  3. rank and hierarchy are evident.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

What kind of structure is unplanned and covert, with informal authority and lines of communication?

A

informal structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

What 2 things happen in informal structure?

A
  1. People need to be aware that informal authority and lines of communication exist in every group, even when they are never formally acknowledged. 2. Nearly ALL settings have an “informal leader and structure”
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Who is included in the top-level managers for typical categories of management?

A
  1. board of directors
  2. chief exec officer
  3. administrators
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

who is included in the middle-level managers for typical categories of management?

A
  1. nursing supervisors

2. department heads

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

who is included in the first-level managers for typical categories of management?

A
  1. team leaders
  2. charge nurses
  3. primary care nurses
  4. case managers
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What are the advantages of a bureaucracy?

A

Clear lines of authority
Authority and responsibility clearly defined
Clear rules and regulations
Task specialization and division of labor
Impersonality of relationships
Technical efficiency
Promotion based on competence.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What are disadvantages of a bureaucracy?

A 
Predisposed to authoritarian leadership style
Use of rewards and punishment
Competition for the advancement of an individual interest
Aloofness secondary to specialization
Faceless decision making
Impersonal management
Lack of flexibility
Lack of accountability
Establishment of organizational barriers
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

What is a flat organizational structure?

A

Flat occurs when there are few layers in the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

How is a flat organizational structure different from a tall organizational structure?

A

Tall structures have many reporting layers illustrating the chain of command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

What is an example of a flat organization?

A

a hospital that had all the nurses reporting to the DON.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

What is characteristic of a flat organization structure?

A

hierarchical layers are flattening the scalar chain and decentralizing the organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

What is the decision-making hierarchy often referred to as?

A

scalar chain

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

What does flat line continue to have?

A

line authority

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Because an organizational structure is flat in flat line, what can occur?

A

more authority and decision making can occur where the work is being carried out

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Even though a flat line organizational structure is very flat, what does it often retain?

A

characteristics of a bureaucracy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

What does the matrix organization design focus on?

A

product and the function

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

What does the matrix organization design have?

A

a formal vertical and horizontal chain of command

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

What do matrix organizations have fewer of?

A

formal rules and levels of the hierarchy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

What can the matrix organization design cause?

A

slow decision making due to information sharing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

What can the matrix organization design produce?

A

confusion and frustration for workers because of dual-authority hierarchical design

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

What type of organizational structure is used in some large institutions to address the shortcomings that are endemic to traditional large bureaucratic organizations?

A

service line organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

What are service line organizations sometimes called?

A

care-centered organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

What are service line organizational structures in comparison to large bureaucratic systems?

A

smaller

41
Q

In service line organizations, what are determined by larger organization?

A

the overall goals

42
Q

What does the service line decide on?

A

the Processes to be used to achieve the overall goals.

43
Q

What happens in centralized decision making?

A

a few managers at the top of the hierarchy make most of the decisions.

44
Q

What happens in decentralized decision making?

A

decision making is diffused throughout the organization, and problems are solved by the lowest practical managerial level. Usually, this means that problems can be solved at the level at which they occur.

45
Q

What refers to the number of people directly reporting to any one manager and determines the number of interactions expected of him or her?

A

span of control

46
Q

What is the issue with span of control structure?

A

Too many people reporting to a single manager delays decision making, whereas too few results in an inefficient, top-heavy organization

47
Q

What are the 3 levels of management?

A
  1. top-level
  2. middle-level
  3. first-level
48
Q

what are those entities in an organization’s environment that play a role in the organization’s health and performance, or that are affected by the organization?

A

stakeholders

49
Q

what may stakeholders be?

A

internal and external

50
Q

What should every organization be viewed as?

A

as being part of a greater community of stakeholders

51
Q

What is the official power to act and direct the work of others?

A

authority

52
Q

What is related to job assignment and must be accompanied by enough authority to accomplish the assigned task?

A

responsibility

53
Q

What is the moral responsibility that accompanies a position?

A

accountability

54
Q

What is the word magnet used to denote?

A

organizations who are able to attract and retain nurses.

55
Q

What is magnet status not?

A

an award

56
Q

What IS magnet status?

A

a credential which recognizes nursing excellence

57
Q

What 4 things is included in magnet status?

A
  1. Well-qualified nurse executives are in a decentralized environment, with organizational structures that emphasize open, participatory management
  2. It is Autonomous, self-managing, self-governing climates that allow nurses to fully practice their clinical expertise, has flexible staffing, adequate staffing ratios, and clinical career opportunities
  3. This leads to a professional practice culture in all aspects of nursing care
  4. Magnet status is Compliant with standards in the ANA’s Scope and Standards for Nurse Administrators
58
Q

What are the 14 magnet status forces?

A
  1. Quality of nursing leadership
  2. Organizational structure
  3. Management style
  4. Personnel policies and programs
  5. Professional models of care
  6. Quality of care
  7. Quality improvement
  8. Consultation and resources
  9. Autonomy
  10. Community and the hospital
  11. Nurses as teachers
  12. Image of nursing
  13. Interdisciplinary relationships
  14. Professional development
59
Q

What is planning?

A

a proactive and deliberate process that reduces risk and uncertainty.

60
Q

What must the manager identify with effective planning?

A

short and long term goals and changes needed to ensure the unit will be able to meet their goals

61
Q

What does short and long term goals require?

A

requires leadership skills such as vision and creativity, flexibility and energy, data gathering, forecasting, and transformation of ideas into action.

62
Q

Without adequate planning, what happens?

A

the management process fails and organizational needs and objectives cannot be met

63
Q

What are 4 challenges to accurate planning?

A
  1. Health-care reform
  2. Rapidly changing technology
  3. Increasing government regulation of health care
  4. Scientific advances
64
Q

What is the key to success in planning?

A

proactive planning

65
Q

what type of planning occurs after a problem exists?

A

reactive planning

66
Q

What type of planning seeks the status quo?

A

inactivism

67
Q

What type of planning utilizes technology to accelerate change; future oriented?

A

proactive

68
Q

What type of planning considers the past, present, and future and attempts to plan the future of an organization rather than react to it?

A

interactive

69
Q 
Advocating against implementing a new hospital computer system is an example of which type of planning?
A. Reactivist
B. Inactivist
C. Preactivist 
D. Proactivist
A

B. inactivist; : Inactivists would rather maintain the status quo than take a risk with a new way of doing things.

70
Q

What does strategic planning typically examine?

A

an organization’s purpose, mission, philosophy, and values/goals in the context of its external environment

71
Q

What is a brief statement (no more than 3 or 4 sentences) identifying the reason the organization exists?

A

mission statement

72
Q

What can a well written mission statement identify?

A

what is unique about the organization

73
Q

What can mission statements become?

A

powerful decision making tools

74
Q

What flows from the purpose or mission statement and delineates the set of values and beliefs that guide all actions in the organization?

A

philosophy

75
Q

What does the philosophy ultimately do?

A

directs all further planning toward that mission

76
Q

What 4 characteristics determine a true value?

A
  1. Must be truly chosen among alternatives only after due reflection
  2. Must be prized and cherished
  3. Is consciously and consistently repeated (part of a pattern)
  4. Positively affirmed and enacted
77
Q

What are the ends toward which the organization is working?

A

goals and objectives

78
Q

All philosophies must be translated into what if they are to result in what?

A

All philosophies must be translated into specific goals and objectives if they are to result in action.

79
Q

What do goals and objectives ultimately do?

A

operationalize the philosophy

80
Q

Complex plans are what?

A

long-range or strategic plans

81
Q

What is SWOT?

A

Strengths
Weaknesses
Opportunities
Threats

82
Q

What are those internal attributes that help an organization to achieve its objectives?

A

strengths

83
Q

what are those internal attributes that challenge an organization in achieving its objectives?

A

weaknesses

84
Q

What are external conditions that promote achievement of organizational objectives?

A

opportunities

85
Q

What are external conditions that challenge or threaten the achievement of organizational objectives?

A

threats

86
Q

What are the SWOT rules?

A
  1. Be realistic about the strengths and weaknesses of your organization
  2. Be clear about how the present organization differs from what might be possible in the future
  3. Be specific about what you want to accomplish
  4. Always apply SWOT in relation to your competitors
  5. Keep SWOT short and simple
  6. Remember that SWOT is subjective
87
Q

What does strategic planning clearly define?

A

the purpose of the organization

88
Q

What is important to establish in strategic planning?

A

realistic goals and objectives

89
Q

What does strategic planning identify?

A

external consitutencies and determine their assessment of the organization’s purposes

90
Q

What does strategic planning clearly communicate?

A

the goals to the consituents

91
Q

What 2 things does strategic planning develop?

A
  1. a sense of ownership of the plan

2. strategies to achieve the goals

92
Q

What does strategic planning ensure?

A

the most effective use is made of resources

93
Q

what does strategic planning provide?

A

a base from which progress can be measured

94
Q

What are ways to have successful strategic planning?

A

Start planning at the top
Keep planning organized, clear, and definite
Do not bypass levels of people
Have short- and long-range plans and goals
Know when to plan and when not to
Keep target dates realistic
Gather data appropriately
Be sure objectives are clear
Remember, interpersonal relationships are important

95
Q

What 5 things should strategic planning include?

A
  1. A clear statement of the organization’s mission.
  2. The identification of the agency’s external constituencies or stakeholders
  3. The determination of the agency’s purpose & operations.
  4. The agency’s strategic goals & objectives, typically in a 3 to 5 year plan.
  5. The development of strategies to achieve the goals
96
Q

What is the planning hierarchy? from top to bottom:

A 
Mission
Philosophy
Goals
Objectives
Policies
Procedures
Rules
97
Q

What are some ways strategic planning might fail?

A 
False assumptions
Not knowing overall goal
Not enough alternatives
Inadequate time or other resources
Low motivation levels
Sound strategies not used
Inadequate delegation of authority
Not recognizing organizational goals and needs
Planning too narrow in scope—not recognizing community, legal, and licensing requirements
98
Q 
Which is an example of why plans might fail?
A. Not enough alternatives 
B. Low motivation levels 
C. False assumptions
D. Lack of sound strategies
E. All of the above
A

E; all of the above

99
Q

What is the benefit of forecasting?

A

Forecasting examines present clues and projected statistics to determine future needs

N478 (15 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions