Nsg 280 - Exam 1

Front 1

Theory that states organizational performance can be enhanced by matching an organizations structure to its environment.

Back 1

contingency theory

ex patients, third-party payers, regulators, competitors, personnel, equipment and pharmaceuticals

Front 2

Theory that states the life cycle of an organization is fully dependent on its adaptability and response to changes in its environment.

Back 2

chaos theory

Front 3

Theory that focuses almost exclusively on the structure of the formal organization. It is built around 4 elements: division & specialization of labor, chain of command, organizational structure, and span of control

Back 3

classical theory

Front 4

assumes that individuals are motivated by internal drives and impulses and that they need to be left alone to make decisions about how to complete work; the leader provides no direction or facilitation.

Back 4

laissez fair leadership

Front 5

assumes that individuals are motivated by internal drives & impulses, want active participation in decisions, and want to get the task done; the leader uses participation and majority rule in setting goals and working toward achievement

Back 5

democratic leadership

Front 6

assumes that individuals are motivated by external forces, such as power, authority, and need for approval; the leader makes all the decisions and uses coercion, punishment, and direction to change followers' behaviors & achieve results

Back 6

autocratic leadership

Front 7

assumes that employees are motivated by external forces. this leader trusts neither followers nor self to make decisions and therefore relies on organizational policies and rules to identify goals and direct work processes.

Back 7

bureaucratic leadership

Front 8

suggests basis of leadership is on the situation or environment and the behaviors of leaders are in response to the situation

Back 8

situational leadership

Front 9

based on the philosophy that nursing practice is best determined by nurses.
an organizational paradigm based on the values of interdependence and accountability that allows nurses to make decisions in a decentralized environment.

Back 9

shared governance

Front 10

leadership style that shares information & decision-making w/all employees, seeks input from followers to aide in setting goals & making decisions.
Seeks to empower employees

Back 10

transformational leader

Front 11

the goal itself causes a person to expend effort, not rewards or outcomes basked on performance.

Back 11

goal setting theory

Front 12

involves personal competence, which includes self-awareness, and self-management, and social competence, which includes social awareness and relationship management that begins w/authenticity.

Back 12

emotional intelligence

Front 13

emphasizes the role of rewards and their relationship to the performance of desired behaviors. people react deliberately and actively to their environment.

Back 13

expectancy theory

Front 14

steps in decision making

Back 14

1. identify the problem
2. establish criteria to evaluate potential solutions
3. search for alternative solutions & options
4. evaluate alternatives & options
4. evaluate alternatives & options
5. select an option
6. evaluate solution - is it working?

Front 15

advantage of group decision making

Back 15

more successful -- everyone buys in

Front 16

disadvantages of group decision making

Back 16

takes more time
unequal power
group think
premature concurrence
mind guards (tunnel vision)

Front 17

steps of problem solving process

Back 17

1. define the problem
2. gather information
3. analyze information
4. develop solutions
5. make a decision
6. implement the decision
7. evaluate the solution

Front 18

advantages of group problem solving

Back 18

group collectively possesses greater knowledge than any single member
group members have a variety of training & experiences on which to draw
It increases the likelihood of acceptance & understanding of the decision

Front 19

disadvantages of group problem solving

Back 19

takes time & resources
may involve conflict
power struggle may occur
group think (similar biases)

Front 20

examples of cost conscious nursing practice

Back 20

share budget reports at meetings
label cost of items
use the right product for the right purpose

Front 21

a budget worksheet listing expense items on separate lines that is usually divided into salary & non-salary expenses

Back 21

incremental (line-by-line) budget

Front 22

budgetary approach that assumes the base for projecting next year's budget is zero; managers are required to justify all activities and every proposed expenditure

Back 22

zero-based budget

Front 23

a budget in which budgeted amounts are set regardless of changes that occur during the year

Back 23

fixed budget

Front 24

a budget developed w/the understanding that adjustments to the budget may be made during th year

Back 24

variable budget

Front 25

the organizations statement of expected revenue & expenses for the upcoming year

Back 25

operating budget

Front 26

7 examples of time wasters

Back 26

1 doing too much
2 inability to say no
3 procrastination
4 complaining
5 perfectionism
6 disorganization
7 too much information gathering

Front 27

5 steps of the delegation process

Back 27

1 define the task
2 decide on delegate
3 determine the task
4 reach agreement
5 monitor performance & provide feedback

Front 28

5 rights of delegation

Back 28

right task
right circumstances
right person
right direction
right supervision/evaluation

Front 29

the stress, surprise, and disequilibrium experienced when shifting from a familiar culture into one whose values, rewards, and sanctions are different

Back 29

reality shock

Front 30

the perception that an individual has used up all available energy to perform the job and feels that he or she doesn't have enough energy to complete the task

Back 30

burnout

Front 31

occurs when an individual has 2 competing roles, such as when a nurse manager both assumes patient care and needs to attend to leadership duties

Back 31

role conflict

Front 32

the frustrations that result from unclear expectations for one's performance

Back 32

role ambiguity

Front 33

the habit of focusing on the negatives at the expense of the positives

Back 33

deficiency focusing

Front 34

the belief that it is imperative or necessary that a particular task be done by a specific person

Back 34

necessitating

Front 35

pros & cons of nursing care delivery system - Case

Back 35

wholistic, whole system
cons
could be expensive

Front 36

pros & cons of nursing care delivery system - functional "based on training"

Back 36

efficient at task assigned, economical
cons:
fragmented care, emotional needs not always met

Front 37

pros & cons of nursing care delivery system - team approach

Back 37

RN oversees holistic care; job satisfaction; patient satisfaction
cons:
time consuming
burden for team leader

Front 38

pros & cons of nursing care delivery system - total patient care (ICU)

Back 38

better patient care, decreased complications
cons:
costly

Front 39

pros & cons of nursing care delivery system - primary care (same nurse throughout stay)

Back 39

high continuity of care, RN autonomy, patient satisfaction
cons:
could be expensive
high RN accountability

Front 40

pros & cons of nursing care delivery system - modular care (unit divided into groups)

Back 40

can be more efficient
continuity of care
cons:
expectations do not always match abilities which leads to increased stress, costs

Front 41

pros & cons of nursing care delivery system - partnership model (RN & NA)

Back 41

RN oversees holistic care, job satisfaction, patient satisfaction, may be more efficient than team nursing
cons:
time consuming, burden for team leader, increased staff stress

Front 42

purpose of mission statement

Back 42

states why the organization exists

Front 43

purpose of vision statement

Back 43

broad conceptual view of what the organization desires to be and do

Front 44

type of leader that strikes a bargain where each side benefits

Back 44

transactional leader
aka exchange theory

Front 45

management theory where value is given to the task, not skill of individual (piece work)

Back 45

scientific mgmt theory

Front 46

human relations theory that believes people don't want to work very hard so managers have to have strict rules -- stay on top of followers

Back 46

theory x

Front 47

human relations theory that believes that work itself is a motivator and people want to do well.give guidance & support

Back 47

theory y

Front 48

human relations theory that has focus on involvement & participation of workers - front line people incorporated in decision

Back 48

theory z

Front 49

3 questions used in Vroom-Yetton Model of Decision making some leaders may use

Back 49

1 is all the info available to make the decision
2 is the staff's acceptance of the decision required for effective implementation
3 would the group make a decision the leader can live with?