Nursing Leadership And Management

Front 1

Authority

Back 1

Legitimate right to direct others given by employer via authorized position.

Ex-manager or administrator

Front 2

External Customers

Back 2

People in need of services from an organization they are not employed by.

Example- patients, family members, physicians, students, payers, groups that are a source of pt referrals.

Front 3

Health Care Organization

Back 3

Any organization which provides health care services or products.

Ex- hospital, home health agency, ambulatory care clinic health insurance company, nursing home.

Front 4

Internal Customers

Back 4

People who are employed by the organization to provide services to groups and individuals across the organization.

Ex- nurses, pt care staff, administrators, social workers, dietitians, therapists, housekeeping & clerical staff.

Front 5

Leadership

Back 5

The act of guiding or influencing people to achieve desired outcomes; occurs any time a person attempts to influence beliefs, opinions, or behaviors of an individual or group.

Front 6

Management

Back 6

Coordination of resources such as time, people, and supplies to achieve outcomes.

Involves problem-solving & decisionmaking processes.

Front 7

Organizational chart

Back 7

Visual picture of the organization that identifies lines of communication and authority.

Front 8

Productivity

Back 8

Amount of output or work produced by a specific amount of input or resources.

Ex- 1 home visit requires 15 nursing hours worked.

Front 9

Do leaders always have formal authority?

&

What is leadership?

Back 9

No, leaders do not always have formal authority.

Leadership is a combination of intrinsic personality traits, learned leadership skills, and characteristics of the situation.

Front 10

Who is responsible for day to day operations of a defined area of responsibility to achieve established goals and objectives?

Back 10

Managers

Front 11

What do managers have? List

Back 11

* An appointed management position w/in the organization w/ administrative responsibilities

*A formal line of authority and accountability

Front 12

__________________ motivate and inspire others, whereas ___________________________ have assigned responsibility for accomplishing the goals of an organization.

Back 12

Leaders

Managers

Front 13

Who has power and who has authority?

Back 13

Leaders have power and managers have authority

Front 14

Reward power

Back 14

The ability to reward others for complying.

Ex of rewards=money, desired assignments, acknowledgement of accomplishments

Front 15

Coersive power

Back 15

Opposite of reward power.

Fear based on the fear of punishment for failure to comply.

Ex=withheld pay increases, undesired assignments, verbal & written warnings & termination

Front 16

You either take this assignment or I'm going to fire your ass!!!!

This is an example of?

Back 16

Coersive Power

Front 17

Legitimate Power

Back 17

Based on official position in the organization.

Front 18

With what type of power does the manager have the right to influence staff members and staff members have anb obligation to accept that influence?

Back 18

Legitimate power

Front 19

Referent power

Back 19

Power that comes from the followers' identification with the leader.

Front 20

Expert power

Back 20

Based on knowledge skills, and information.

Front 21

Information power

Back 21

Based on a person's possession of information that is needed by others.

THIS IS WHAT YOU KNOW*

Front 22

Connection power

Back 22

Based on a person's relationship or affiliation with other people who are perceived as being powerful.

THIS IS WHO YOU KNOW!*

Front 23

Strategies the nurse manager can use to work with informal leaders`

Back 23

*Id informal leaders & develop an understanding of their source of power.

*Involve them in decision-making & change-implementation processes.

*Clearly communicate

*Do not ignore attempts to undermine!

Front 24

Leadership Trait Theory

Back 24

Early leadership theory centered on describing the qualities or traits of leaders.

Based on assumption that leaders were born with certain leadership chars.

Ex-intelligence, alertness, dependable, driven

Front 25

Interactional Leadership Theories integrate the dynamics of the interaction among?

Back 25

The leader, worker & elements of the leadership situation.

Front 26

Interactional Leadership Theories argue that effective leadership depends on several variables including.....

Back 26

1. Organizational culture

2. Values of the leader and followers

3. Influence of leader/manager

4.Complexities of the situation

5. Work to be accomplished

6. Environment

Front 27

Transformational Leadership by Burns contends that there are what two types of leaders?

Back 27

1. The transactional leader, concerned with day-to-day operations

2. Transformational leader, committed to organizational goals, has a vision, and is able to empower others with that vision

Front 28

Transformational Leaders transform the work environment! They motivate and challenge employees. They are admired. Provide mentoring.

TRANSFORMATIONAL LEADERS TRANSFORM THE WORK ENVIRONMENT!!!!

Back 28

Transactional Leaders FOCUS ON TRANSACTIONS OF THE DAY TO DAY.....

Who is here today?

Front 29

Three major types of skills required for effective leadership....

Back 29

1.Technical skills-expertise & knowledge

2. Human skills-ability and judgment to work with people in effective leadership role

3. Conceptual skills- ability to understand the complexities of the overall organization & know where one's own area of mgmt. fits into organization.

Front 30

Autocratic/Authoritative Management Styles

Back 30

Determines policy, makes all decisions. Gives little feedback or recognition for work.

Successful with employees with little education or training.

Front 31

When must autocratic/authoritative management must always be used?

Back 31

1. When it affects patient outcome

2. When it comes to the policy/procedures of the unit

Front 32

Democratic

Back 32

Encourages staff participation in decision making.

Involves staff in planning & devlpmt of programs

Builds responsibility in people

Front 33

Laissez-Faire

Back 33

Does not provide guidance or direction, unable or unwilling to make decision, does not provide feedback, initiates little change, communicatin by memos or email, may work well with professional people.

Front 34

What are the three management styles identified by Lewin, White & Lippit?

Back 34

Authoritarian, democratic, & laissez-faire.

Front 35

Organizational Theory

Back 35

What theory has evolved to provide a framework for understanding complex organization?

Front 36

Who is the father of organizational theory>?

Back 36

Max Weber, began in 1920's

Front 37

Who's concept of bureaucracy emphasized rules instead of individuals and competency instead of favoritism as important for effective organizations?

Back 37

Max Weber

Front 38

Which current leadership and management theories recognize the importance of supportive respectful relationships between managers and employees with employees being involved in decision making and problem solving?

Back 38

Participatory management and transformational leadership

Front 39

Which theory views the organization as a set of interdependent parts that together forma whole?

Back 39

Systems Theory

Front 40

Which theory is a more recently developed organizational theory that attempts to account for the complexity and randomness in organizations?

Back 40

Chaos Theory

Front 41

Which theories of management suggest that the primary functions of managers are planning, organizing, and controlling?

Back 41

Classic theories of management

Front 42

Five major management functions necessary for the management of nursing organizations

Back 42

1. Planning

2. Organizing

3. Staffing

4. Directing

5. Controlling

Front 43

What are the steps involved in planning?

Back 43

1. ID goals and objectives to be achieved

2. ID resources needed

3. Detm action steps

4. Estb timeline for action steps & goal achievement

Front 44

A long-range plan extending 3 to 5 years into the future resulting from in-depth analysis of 1. business, community, regulatory & political environment outside orgz. 2.custmr & pt needs 3. technology changes 4. internal organizational strengths, problems, weaknesses

Back 44

Strategic planning

Front 45

Resources include

Back 45

The personnel, time, and supplies needed to provide patient care and operate the organization

Front 46

The nursing process as a problem-solving process uses WHAT to manage the comples decisions required in nursing practice?

Back 46

Assessment

Analysis & Diagnosis

Planning

Implementation

Evaluation

Front 47

Lewin's 4 rules that should be followed when change is necessary

Back 47

1. Should be implemented only for good reason

2. Should always be planned & implemented gradually

3. Should never be unexpected or abrupt

4. All people affected should be involved in lanning for the change.

Front 48

Reasons change may be indicated....

Back 48

Solving an identified problem

Implementing a new program

Improving work efficiencies

Adjusting to new mandates bvy regulatory agencies

Front 49

Lewin's Three Classic Stages of Change

Back 49

1. Unfreezing stage

2. Moving Stage

3. Refreezing Stage

Front 50

How does the nurse manager demonstrate caring for staff members?

Back 50

All of the things Mrs. Bartley talked about... Sick relatives, funerals, picking up food from publix, being there for each and every employee in a consistent manner

Front 51

Three national initiatives providing nurses with the framework for making significant chanes to address cost, quality, & safety issues

Back 51

1. A proclamation for Change: Transforming the Hospital patient Care Environment

2. Keeping Patients Safe: Transforming the Work Environment of Nurses

3. The future of Nursing: Leading Change, Advancing Health

Front 52

Four basic tenants of the Proclamation for Change

Back 52

1. Pt-cntrd design

2. System wide integrated technology

3. Seamless workplace to provide the 7 rights

4. Vendor partnerships to ensure technology devices that are user friendly & provide pt info across multiple health care settings

Front 53

Keeping Patients Safe & Transforming the work environment of nurses 4 recommendations

Back 53

Promote Transformational Leadership & Evidence-Based Management

2. Maximize Workforce Capability

3. Redesign Work Processes to Prevent Errors

4. Create and Sustain a Culture of Safety

Front 54

The purpose of this initiate ws to develop recommendations to guide the advancement of the nursing profession in recognition of the vital role that nurses play in realizing safe, cost-effective, high-quality health care across the nation

Back 54

The Future of Nursing: Leading Change, Advancing Health launched by the IOM & Robert Wood Johnson Foundation

Front 55

4 Key Recommendations from the Future of Nursing Report...... Nurses Should?

Back 55

1. Practice to full extent of Ed & training

2. Achieve higher levels of Ed & training thr improved education system

3. Be full partners w/ Dr's & other HCProfls in redesigning US health Care

4. Effective workforce planning & policy making require better data colleciton & info infrastructure