Nur 215 Unit 2

Front 1

What are the characteristics of managers?

Back 1

Have assigned positions

Use legitimate power

Emphasize control

Manipulate variables to achieve outcomes

Direct willing and unwilling subordinates

Front 2

What are the characteristics of leaders?

Back 2

Motivate and influence, may not have delegated authority

Wider variety of roles than managers

May not be part of the formal organization

Focus on group process and empowering others

Emphasize interpersonal relationships

Direct willing followers

Front 3

Define self-awareness.

Back 3

The ability to look at yourself and think about your strength and weaknesses.

Front 4

Define self-regulation.

Back 4

Following established guidelines.

Front 5

Define motivation.

Back 5

Knowing how to challenge yourself.

Front 6

Define empathy.

Back 6

Identify and understand without becoming emotionally affected.

Front 7

Define social skills.

Back 7

An ability to find common ground.

Front 8

What is autocratic leadership?

Back 8

Centralized decision making, with the leader making decisions and using power to command and control others.

Front 9

What is democratic leadership?

Back 9

Participatory, with authority delegated to others.

Front 10

What is laissez-faire leadership?

Back 10

Passive and permissive, the leader defers decision making.

Front 11

Define power.

Back 11

The ability to influence others in the effort to achieve goals.

Front 12

Define influence.

Back 12

The process of using power to create changes in themselves and others.

Front 13

What is power in nursing?

Back 13

Directed toward changing behavior to promote optimum health.

Front 14

Define empowerment.

Back 14

The process by which we facilitate the participation of others in decision making.

Front 15

Define coercive power.

Back 15

Based on fear, coercion and the ability to punish.

Front 16

Define reward power.

Back 16

Ability to grant rewards and favors.

Front 17

Define expert power.

Back 17

Results from the knowledge and skills that are needed by others.

Front 18

Define legitimate power.

Back 18

Power obtained based on one's position within an organization or group.

Front 19

Define referent power.

Back 19

Power an individual has because others want to identify with a powerful person. They want to be like the person.

Front 20

Define information power.

Back 20

Possession of selected information that is needed by others.

Front 21

Define connection power.

Back 21

Gained from association with powerful people. This is using the person/people.

Front 22

What is a shared governance?

Back 22

A framework grounded in the philosophy of decentralized leadership that fosters autonomous decision making and professional nursing practice.

Front 23

What is case method?

Back 23

One nurse provides total care for one patient during the entire work period.

Front 24

What are the advantages of case method?

Back 24

Patient receives consistent care

Mutual trust between family/patient & nurse

Changes in the patient status are apparent

Front 25

What are the disadvantages of case method?

Back 25

Expensive, requires a lot of nurses

Front 26

What is functional method?

Back 26

Each licensed and unlicensed staff member provides a specific task for a large group of patients.

(Nursing homes)

Front 27

What are the advantages of functional method?

Back 27

Each person becomes very efficient at specific tasks

A great amount of work can be done

Unskilled workers can be trained

Very cost effective

Front 28

What are the disadvantages of functional method?

Back 28

Care is fragmented

Psychological and spiritual needs are often overlooked

Patients confused with so many different caregivers

Poor communication between caregivers

Patient progress is difficult to evaluate

Patient dissatisfaction and frustration

Front 29

What is team nursing?

Back 29

A team leader is responsible for coordinating a small group of licensed and unlicensed personnel to provide patient care to a small group of patients.

Members of the team report to the team leader who reports to the charge nurse

Several teams per unit

(Hospitals)

Front 30

What are the advantages of team nursing?

Back 30

Cost effective

Improved patient satisfaction

Organizational decisions made at a lower level

Front 31

What are the disadvantages of team nursing?

Back 31

Must have a strong team leader

Must have a "team spirit"

Front 32

What is primary nursing?

Back 32

One RN functions autonomously as the patient's main nurse throughout the entire hospital stay.

Has 24 hour accountability from admission to discharge

Is held accountable for outcomes

Develops that plan of care that is implemented by the associate nurse.

Front 33

What are the advantages of primary nursing?

Back 33

Increased professional job satisfaction

Quality patient care

Increased patient satisfaction

A decrease in the number of nonprofessional staff

Front 34

What are the disadvantages of primary nursing?

Back 34

RN may not have the experience to provide total patient care

The RN may not be ready or capable for 24 hour a day responsibility

Large number of part-time RNs

Very expensive

Front 35

What is case management?

Back 35

RN facilitates and coordinates cost effective care, collaborates with members of the health care team, responds to the needs of the insurer, merges clinical and financial interests, plays a role in marketing strategies for the institution and implements a care map or critical pathway to a desired outcome.

Front 36

Define delegation.

Back 36

Getting work done through others.

Front 37

What is ANA?

Back 37

Transfer of responsibility for the performance of a task from one person to another.

Front 38

What is NCSBN?

Back 38

Transferring to a competent individual the authority to perform a selected nursing task in a selected situation.

Front 39

Why do we delegate?

Back 39

To have somone else get the job done efficiently and effectively.

To increase productivity.

As a necessity in our healthcare arena.

Front 40

What are the steps for effective delegation?

Back 40

Plan ahead

Indentify necessary skills and education levels

Communicate goals clearly

Empower

Set deadlines

Monitor progress

Provide guidance

Evaluate performance

Reward accomplishment

Front 41

Why does someone under-delegate?

Back 41

Lack of trust, experience

Fear of being seen as incompetent

Front 42

Why does someone over-delegate?

Back 42

Poor time management

Insecure in ability to perform task

Front 43

What is improper delegating?

Back 43

Wrong time, person, task, and reason

Note: being well prepared to care for patients does not equate to being well prepared to delegate!

Front 44

What tasks can a RN not delegate?

Back 44

Ones you can EAT (evaluate, assess, teach)

Front 45

What tasks can be delegated to a UAP?

Back 45

ADL's

Bathing and grooming

Dressing

Toileting

Ambulating

Feeding

Positioning

Bedmaking

Socializing with the patient

Specimen collection

Urine check for glucose

Intake and output

Vital signs

Documentation

Front 46

What tasks can be delegated to a LPN?

Back 46

Data collection

Contributing to care plan

Selecting interventions

Med administration, except blood products and IV pushes

Teaching from a standard care plan

Can perform other approved tasks with special training

Front 47

What tasks can be delegated to a RN?

Back 47

Assessment

Nursing Diagnosis

Planning care

Implementing some nursing and medical orders - blood and blood product administration, IV push medications

Development of teaching materials

Evaluation of outcomes

Front 48

What is SBAR?

Back 48

Situation
Background
Assessment
Recommendation

Front 49

What is conflict?

Back 49

Internal or external discord that results from differences in values, beliefs, backgrounds, and goals.

Neither good nor bad.

Produces either growth or destruction.

Front 50

Define intergroup conflict.

Back 50

Conflict between two groups.

Front 51

Define intrapersonal conflict.

Back 51

Conflict within yourself.

Front 52

Define interpersonal conflict.

Back 52

Conflict between two people.

Front 53

Define compromising strategy.

Back 53

Everyone gives up something of equal value.

Front 54

Define competing strategy.

Back 54

One part pursues what they want at the expense of others.

Front 55

Define accommodation/cooperative strategy.

Back 55

One party sacrifices to allow the other to win; opposite of competing strategy.

Front 56

Define smoothing strategy.

Back 56

Focus on agreements rather than differences; one party compliments another.

Front 57

Define avoiding strategy.

Back 57

Ignore the conflict although aware.

Front 58

Define collaborating strategy.

Back 58

Parties set aside original goal and work to establish a subordinate priority common goal.

Front 59

What four elements of a case of malpractice must be met?

Back 59

Duty

Breach of duty

Damages

Causation

Front 60

Define duty.

Back 60

An established relationship between the defendant and plaintiff at the time an incidence of malpractice occurs.

Front 61

Define breach of duty.

Back 61

Departure from recognized standards must occur.

Front 62

Define damages.

Back 62

These must be proven in most cases. This includes medical expenses, lost wages and earnings, vocational rehabilitation, funeral expenses, pain and suffering, loss of consortium, and punitive damages.

Front 63

Define causation.

Back 63

Must also be proven. The plaintiff must prove that the defendant's actions directly caused any damages that occurred.

Front 64

Define intentional tort.

Back 64

An act perpetrated by a person who intends to do worng by breaking an established law.

Front 65

What four elements must be proven by the plaintiff?

Back 65

The act was volitional on the part of the defendant.

The defendant intended to bring consequences from the act.

The defendant's actions resulted or could have resulted in harm (if harm occurred).

Actual damages
(psychological/physiological) do not have to be proven!

Front 66

Define assault.

Back 66

Action by a defendant which caused apprehension to the plaintiff (no physical contact occurs).

i.e. sexual comments or harassment, verbal threats to welfare, robbery at gunpoint, etc.

Front 67

Define battery.

Back 67

Actual physical contact initiated by a defendant to the plaintiff or something connected to the plaintiff which is viewed as offensive to the plaintiff.

i.e. purse snatching, lack of informed consent, amputation of wrong limb, inappropriate physical exams, excessive attempts to do procedures, IV sticks, etc.

Front 68

Define false imprisonment.

Back 68

An act or failure to act by the defendant which confines or restrains the plaintiff by physical barriers, physical force, threats of force, or failure to provide means of escape - limited freedom of movement in all directions.

i.e. improper restraints, failure to provide exits from buildings, etc.

Front 69

Define intentional infliction of emotional distress.

Back 69

An act of extreme and outrageous conduct resulting in severe emotional distress of the plaintiff. The plaintiff must demonstrate actual damages.

i.e. threats, verbal abuse, etc.

Front 70

Define negligence.

Back 70

Failure to use the degree of care defined by standards which a reasonably prudent and careful person would do in a similar circumstance. This often includes failure to assess, monitor, report, etc.

Front 71

Define gross negligence.

Back 71

Intent in failure to perform or a wanton, reckless disregard for the welfare of another. Examples include drug diversion, Munchausen's syndrome, etc.

Front 72

What is the best way to protect yourself legally as a nurse?

Back 72

Know and follow standards of care.

Standards of care hold a person of exceptional knowledge or skills to a duty of acting as would other reasonable and prudent persons possessing the same or similar knowledge and skills in the same or similar circumstances.

Front 73

What do you do when an incident occurs?

Back 73

Accept responsibility for your actions.

Report the incident immediately to physician and nursing management - don't discuss it with anyone else.

Follow-up as appropriate.

Keep a personal record of what occurred.

Be honest about what happened; if you don't know, say you don't know. Avoid fabrication or guessing.