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74 Cards in this Set

  • Front
  • Back
Administrative principles
General principles of management that are relevant to any organization
autocratic leadership
centralized decision making style with the leader making decisions and using power to command and control others
Bureaucratic organization
hierarchy with clear superior subordinate communication and relations bases on positional authority
activities that focus on the employee and emphasize relating and getting along with people
contingency theory
style that acknowledges that other factors in the environment influence outcomes as much as leadership style/leader effectiveness is contingent upon something other than the leader's behavior
democratic leadership
style in which participation is encouraged and authority is delegated to others
employee-centered leadership
style with a focus on the human needs of subordinates
formal leadership
when a person is in a position of authority or in a sanctioned role within an organization that connotes influence
Hawthorne effect
term coined to reflect the finding of a research study that demonstrated that a change in employee behavior occurs as a result of being observed
informal leader
individual who demonstrates leadership outside the scope of a formal leadership role or as a member of a group rather than as the head or leader of the group
initiating structure
style that involves and emphasis on the work to be done, a focus on the task and production
job-centered leaders
style that focuses on schedules, cost, and efficiency with less attention to developing work groups and high performance goals
knowledge workers
health care professionals who are well educated and technologically savvy and see them self as owning their intellectual capital
laissez-faire leader
passive and permissive style in which the the leader defers decision making
leader-member relations
feelings and attitudes of followers regarding acceptance, trust, and credibility of the leader
process of influence whereby the leader influence others toward goal achievement
maintenance or hygiene factors (herzberg)
elements such as salary, job security, working conditions, status, quality or supervision, and relationships with others that prevent job disssatisfaction
process of coordination of actions and allocating resources to achieve organizational goals
management process
function of planning, organizing, coordination, and controlling
motivation factors (Herzberg)
elements such as achievement, recognition, responsibility, advancement, and the opportunity for development that all contribute to job satisfaction
position power
degree of formal authority and influence associated with the leader
substitutes for leadership
variables that may influence or have an effect on followers to the same extent as the leader's behavior
task structure
involves the degree that work is defined, with specific procedure, explicit directions and goals
system that orders principles into a grouping or classification
theory X
view that in bureaucratic organizations, employees prefer security, direction, and minimal responsibility:coercion, threats, or punishment are necessary because people do not like the work to be done
theory Y
view that in the context of the right conditions, people enjoy their workm they can show self-control and discipline, are able to contribute creatively and are motivated by ties to the group etc
theory Z
view of collective decision making and a focus on long-term employment that involves slower promotions and less direct supervision
transformational leader
leader who is committed to a vision that empowers others
transactional leader
the traditional manager concerned with day-to-day operations
cost shifting
process of assigning financial charges from one cost center to another cost center
a component of health care that refers to the results of good care delivery achieved by using quality structures and quality processes and includes the achievemnt of outcomes such as patient satiscation
primary care
emphasizes 7 important features: cae that is continues, comprehensive, coordinated, community oriented, family centered, culturally competent and begun at first contact with the patient
set of causes and conditions that repeatedly come together in a series of steps to transfer inputs into outcomes
the component of health care that includes resources or structures needed to deliver quality health care
the rate of employee absences from work
external forces
influences originating outside the organization, for example, the labor force and the economy
the space between where the organization is and where it wants to be
gap analysis
an assessment of the differences between the expected magnet requirements and the organization's current performance on those requirements
Hawthorne effect
term coined to reflect the findings of a research study that demonstrated that a change in employee behavior occurs as a result of being observed
high quality-of-work-life organizations
an organization that operates in a way that brings out the best in people and produces sustainable high performance over time
intellectual capital
an individual's knowledge, skills, and abilities that have value and portability in a knowledge economy
job satisfaction
how organizational members feel about their job
knowledge workers
health care professionals who are well educated and technologically savvy and see themselves as owning their intellectual capital
magnet hospitals
high-quality health care organizations that have meet the rigorous nursing excellence requirements as determiented by the American Nurses Credentialing Center (ANCC) and that are a supportive and collegial practice setting thatat incorporates principles or organizational behavior to achieve positive individual, group, and organizational outcomes
nursing-sensitive indicators
measures that reflect the outcome of nursing action
open systems
entities that must interact with the environment to survive
a coordinated and deliberately structure social entity consisting of two or more individuals functioning on a relatively continuous basis to achieve a predetermined set of goals
organizational behavior
the study of human behavior in organizations
organizational commitment
how committed or loyal employees feel to the goals of the organization
organizational effectiveness
an organizations sustainable high performance in accomplishing its mission and objectives
quantity and quality of output an employee generates for an organization
people or group with an interest in the performance of the organization, for example, customer, competitors, suppliers, government, and regulatory agencies
number of employees who resigned divided by the total number of employees during the same time period
the unselfish concern for the welfare of others
when income and expenses become equal
a plan that provides formal quantitative expression for acquiring and distributing funds over the ensuing time period(usually 1 yr)
direct cost
cost that is directly related to patient care within a manger's unit
the study of how scarce resources are allocated among possible uses in order to make appropriate choices among the increasingly scarce resources of the future
the tendency to be self-centered or to consider only oneself and one's own needs
an organization of any size established as a business venture
the doctrine that the general welfare of society is the proper goal of an individual's actions rather than egoism; branch of philosophy that concerns the distinction between right from wrong on the basis of a body of knowledge, not just on the basis of opinions
failure to rescue
the clinician's inability to save a patient's life
fixed costs
expenses that are constant and are not related to productivity or volume
indirect cost
cost that is not explicitly related to care within a manger's unit but is necessary to support care (electricity, heat, air-conditioning, etc.)
patient classification system (PCS)
system for distinguishing among different patients based on their acuity, functional ability, or resource needs
3rd party reimburser (insurance company or government)
preferred provider organizations (PPO)
consists of a hospital and a number of practitioner providers. the PPO contracts with health care providers and payers to provide health care services to a defined population for predetermined fixed fees
re engineering
tweaking the existing health care structure and processes
relative value unit (RVU)
an index number assigned to various health care services based on the relative amount of resources used to produce the service
provider, employer, customer, patient, or prayer who may have an interest in, and seek to influence, the decisions and actions of an organizations
variable costs
costs that vary with volume and will increase or decrease depending on the number of patients
evidence-based care
recognized by nursing, medicine, health care institutions, and health policy makers as care based on sate-of-the-art science reports. It is a process approach to collecting, reviewing, interpreting, critiquing, and evaluating research and other relevant literature for direct application to patient care
evidence-based medicine (EBM)
the conscientious, explicit, and judicious use of current best evidence in making decisions about the care of individual patient. The practice means integrating individual clinical expertise with the best available external clinical evidence from systematic research