Adv Med Surg- Leadership/management, Home Health, Perioperative

Front 1

Primary Prevention:

Back 1

Aims to prevent the disease from occurring, reduces both the incidence and prevalence of a disease.

Front 2

Example of Primary Prevention

Back 2

Encouraging people to protect themselves from the sun's ultraviolet rays to prevent skin cancer

Front 3

Secondary Prevention

Back 3

Used after the disease has occurred, but before the person notices that anything is wrong.The goal is to find and treat disease early. In many cases, the disease can be cured.

Front 4

Example of Secondary Prevention

Back 4

A doctor checking for suspicious skin growths is an example of secondary prevention of skin cancer

Front 5

Tertiary Prevention

Back 5

Used after the disease is established to limit complications from the disease.

Front 6

Examples of Tertiary Prevention

Back 6

Developing and utilizing better treatments for melanoma such as surgeries and medicines are examples.

Front 7

True or False:

To be eligible for home care services, the patient must be homebound.

Back 7

True.
Rationale: To be eligible for service, the patient must be acutely ill, homebound, and in need of skilled nursing services.

Front 8

Which of the following would not be considered an ambulatory health care setting?
A. Inpatient mental health center
B. Urgent care centers
C. Community outreach programs
D. Nursing centers

Back 8

A. Inpatient mental health center

Rationale: Types of ambulatory settings include medical clinics, urgent care centers, and community outreach programs.

Front 9

"Great Man" Theories:

Back 9

assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. .

Front 10

Trait Theories:

Back 10

Similar in some ways to "Great Man" theories, trait theories assume that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. If particular traits are key features of leadership, then how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership.

Front 11

Contingency Theories:

Back 11

focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.

Front 12

Situational Theories:

Back 12

propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making.

Front 13

Behavioral Theories:

Back 13

based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation

Front 14

Participative Theories:

Back 14

suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.

Front 15

Management Theories:

Back 15

focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished.

Front 16

Relationship Theories:

Back 16

focus upon the connections formed between leaders and followers. Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards.

Front 17

Authoritarian style of leadership

Back 17

Authoritarian leaders, also known as autocratic leaders, provide clear expectations for what needs to be done, when it should be done, and how it should be done. There is also a clear division between the leader and the followers. Authoritarian leaders make decisions independently with little or no input from the rest of the group.

Front 18

Democratic style of leadership

Back 18

Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members.

Front 19

Laissez-faire style of leadership

Back 19

Delegative leaders offer little or no guidance to group members and leave decision-making up to group members. While this style can be effective in situations where group members are highly qualified in an area of expertise, it often leads to poorly defined roles and a lack of motivation.

Front 20

Multicratic style of leadership

Back 20

A bit of each style of leadership

Front 21

Legitimate power

Back 21

Legitimate power is that which is invested in a role. Kings, policemen and managers all have legitimate power. Raw power.

Front 22

Referent power

Back 22

It is the power of charisma and fame and is wielded by all celebrities (by definition) as well as more local social leaders. In wanting to be like these people, we stand near them, hoping some of the charisma will rub off onto us.

Front 23

Reward power

Back 23

Reward power is the ability to give other people what they want, and hence ask them to do things for you in exchange.

Front 24

Coercive power

Back 24

This is the power to force someone to do something against their will. It is often physical although other threats may be used. It is the power of dictators, despots and bullies.

Front 25

Expert power

Back 25

When I have knowledge and skill that someone else requires, then I have Expert power.

Front 26

Power with connections

Back 26

having connections with powerful people, networking

Front 27

Informational power

Back 27

This is providing information to a person that results in them thinking/acting in a different way.

Front 28

P
O
D
E

Back 28

P Planning
O Organizing
D Directing
E Evaluation

Front 29

What type of model is PODE?

Back 29

Not a nursing model- it’s a business model for management administration

Front 30

What do organizational charts do/accomplish?

Back 30

They divide the work- categorize according to work/servies

Front 31

Organizational chart- vertical lines

Back 31

hierarchy or chain of command

Front 32

Organizational chart- Horizontal lines

Back 32

divide labor and specialties
work units & reporting relationships, relates to the division & specialization/division of labor functions attended by specialists

Front 33

Dashed lines

Back 33

staff advisory & communication channel

Front 34

What goes into the Planning- P in PODE?

Back 34

Long and short term goals
Policies
Procedures
Standard of Care
Rules
Budgets
Maximum results with minimum of time, effort, supplies, equipment. Efficiency

Front 35

What goes into the Organizing- O in PODE?

Back 35

Organizing- dividing the work

Front 36

What goes into the Directing- D in PODE?

Back 36

Making assignments/ IMPLEMENTING
Giving directions
Encouraging cooperation and participation
Coordinating activities
Supervises and observes
Controls: sees that everything is carried out in accordance with plans that have been adapted, the organization that has been set up and the orders that have been given.
Expects feedback

Front 37

What goes into the Evaluation- E in PODE?

Back 37

Assessing to see if goals are being met

Front 38

ANA

Back 38

American nurses association is a Professional Org that creates Process Standards for Nursing care. They advance and protect the profession of nursing

Front 39

AORN

Back 39

Association of periOperative Registered Nurses- facilitate the management, teaching, and practice of perioperative nursing

Front 40

ACCN

Back 40

American Association of Critical Care Nurses

Front 41

JCAHO

Back 41

The Joint Commission- accrediting agency for condition of licensure and the receipt of Medicaid reimbursement

Front 42

BRN

Back 42

Board of Registered Nurses- regulates the practice of registered nursing and certified advanced practice nurses in order to protect the public.

Front 43

Medicare

Back 43

Regulatory Agency for Health Agencies. A national social insurance program, administered by the U.S. federal government, guarantees access to health insurance for Americans aged 65 and older and younger people with disabilities as well as people with end stage renal disease

Front 44

Medicaid

Back 44

Regulatory Agency for Health Agencies. Medicaid is the United States health program for families and individuals with low income and resources.

Front 45

Medi-cal

Back 45

California Medical Assistance Program (Medi-Cal or MediCal) is the name of the California Medicaid welfare program serving low-income families, seniors, persons with disabilities, children in foster care, pregnant women, and certain low-income adults.

Front 46

SS

Back 46

Social Security- encompass several social welfare and social insurance programs. Social Security is currently estimated to keep roughly 40 percent of all Americans age 65 or older out of poverty.

Front 47

QA

Back 47

Quality Assurance- Filed WHEN an untoward incident occurs

Why did this happen? Was someone negligent or did the institution have a poor policy that led to the incident?

Front 48

QAI

Back 48

Quality Assessment & Improvement- Assessment done BEFORE untoward incident occurs

Front 49

CQI

Back 49

Continuous Quality Improvement - Committed to continuous change to improve processes

Front 50

TQM

Back 50

Total Quality Management - An overall management program to implement CQI!!

Front 51

The two chief functions of the Board of Registered Nurses

Back 51

Licensing and regulating

Front 52

5 Rights of Delegation

Back 52

Right Task
Right Circumstances
Right Person
Right Direction/Communication
Right Supervision/Evaluation

Front 53

What CAN be delegated?

Back 53

PSYCHOLOGICAL
CHRONIC
STABLE
PREDICTABLE

Front 54

What CANNOT be delegated?

Back 54

PHYSIOLOGICAL
ACUTE
UNSTABLE
UNPREDICTABLE

Front 55

Team Method of Nursing Care

Back 55

The Team Leader has a cadre of staff reporting to her and together they work to disseminate the care activities. The team member possessing the skill needed by the individual patient is assigned to that patient, but the Team Leader still has accountability for all of the care.

Front 56

Functional Method of Nursing Care

Back 56

AKA Task Method. Nurseswere assigned to TASKS, not to patients. For example, one nurse would be responsible for all the treatments, another nurse for all the medications, and so on.

Front 57

Primary Method of Nursing Care

Back 57

one nurse cares for one group of patients with 24 hour accountability for planning their care. In other words, a Primary Nurse (PN) cares for her primary patients every time she works and for as long as the patient remains on her unit.

Front 58

Case Method or Total Care method of nursing care

Back 58

Total care for all of pts needs

Front 59

OASIS” (Outcome and Assessment Information

Back 59

o Is a group of standard data elements used by Medicare & Medicaid designed to enable a systematic comparative measurement of home health care patient outcomes at two points of time. Data is collected at the start of care, 60-day follow ups and discharge and are incorporated into a comprehensive patient assessment. Home Health Agencies that do not comply with the reporting requirements are liable for a reduction in their reimbursement rate.

Front 60

Leadership

Back 60

process of engaged decision making linked with actions taken in the face of complex, uncharted, or perilour circumstances present in clinical situations for which no standardized solution exists

Front 61

Management

Back 61

an engaged process of guiding others through a set of derived practices and procedures that are evidence-based and known to satisfy preestablished outcomes based on repeated clinical situations.

Front 62

Mission statements

Back 62

Usually states the purpose of the organization, the line of business or specialty, geographic parameters. May state goals, aspirations, philosophy.

Front 63

BRN Mission Statement:

Back 63

Protect the health and safety of consumers and promote quality registered nursing in the state of California.

Front 64

ADPIE what can RN delegate?

Back 64

cannot delegate A,D,P or E to LVN. LVN can obtain data & implement.