Nursing Leadership Management Doc Lopez

Front 1

Understand the differences between authoritative (decisive), democratic (inclusive), and laissez-faire (hands-off) leadership.

Back 1

Leadership Styles Comparison

Front 2

Interactional vs. Transformational Leadership

Back 2

Interactional is about how leaders and followers interact, while transformational is about inspiring positive change.

Front 3

These theories say that the right leadership style depends on the situation or context.

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Situational and Contingency Theories:

Front 4

Combining leadership (inspiring) and management (organizing) skills is crucial for the success of healthcare organizations.

Back 4

Integration of Leadership and Management:

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Situation: You're a BSN-prepared nurse in a hospital. You notice a recurring issue with medication errors due to poor communication between nurses and doctors.Application:

Back 5

You take the lead in implementing a standardized communication system that improves patient safety and reduces errors.

Front 6

Situation: You're working in a community health clinic with various healthcare professionals (doctors, social workers, pharmacists) caring for a diabetic patient.Application:

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You regularly meet with the team to discuss the patient's progress, adjust the care plan, and ensure everyone is on the same page to improve the patient's health outcomes.

Front 7

Situation: As a BSN nurse, you're assigned to care for a diverse group of patients in a general medical-surgical unit.Application:

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Your broad nursing knowledge allows you to provide comprehensive care to patients with various conditions, from post-surgery recovery to chronic disease management.

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Situation: You're a nurse manager in a busy emergency department. The department is facing resource allocation challenges during a surge of patients.Application

Back 8

Your leadership involves optimizing staffing, streamlining processes, and ensuring the department operates efficiently during high-demand periods.

Front 9

Situation: You're an MSN-prepared nurse working in population health. You're coordinating a community vaccination program.Application:

Back 9

You collaborate with public health officials, community organizations, and volunteers to ensure the program reaches as many people as possible, improving both patient and population health.

Front 10

Situation: You're working in a specialized area, such as nurse anesthesia or nurse practitioner, and you're managing complex patient cases.Application

Back 10

Your advanced knowledge and skills enable you to provide expert-level care, diagnose and treat patients, and contribute to improved health outcomes.

Front 11

Situation: You're a nurse executive in a large hospital. There's a need to build stronger relationships between nursing staff and hospital administration.Application:

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You initiate regular meetings, listen to concerns, and foster open communication to build trust and collaboration among the teams.

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emphasizes control, leaders or managers

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Manager

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increases productivity by maximizing workforce effectiveness, leadership or management

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leadership

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look forward and imagine the possibilities that the future may bring in order to set direction , leaders or managers

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leaders

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inspires change , leadership or management

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leadership

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requires vision, leadership or management?

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leadership

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requires imagination, leadership or management

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leadership

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requiresabstract thinking, leadership or management

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leadership

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requires ability to articulate , leadership pr management?

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leadership

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an aptitude to self, leadership or management

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leadership

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understanding the external environment, leadership or management

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leadership

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requires risk taking, leadership or management

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leadership

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requires confidence in the face of uncertainty, leadership or management

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leadership

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is accountable to the entire organization , leadership or management

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leadership

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manages transformation , leadership or management

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management

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requires tenacity , leadership or management

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management

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requires specific, leadership or management

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management

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requires concrete data, leadership or management?

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management

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requires ability to interpret, leadership or management

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management

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requires an aptitude to teach, leadership or management

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management

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requires understanding of how work gets done inside the organization, leadership or management?

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management

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requires self discipline, LEADERSHIP or management

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management

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requires blind commitment to completing the task at hand , leadership or management

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management

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is accountable to the team , leadership or management

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management

Front 35

Managers used to mainly focus on making sure everyone did their jobs efficiently (like checking off tasks on a to-do list). Now, to achieve their goals, they also need to be good at (3)

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1. VISIONING

2. MOTIVATING

3. INSPIRING

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This means having a clear picture of where they want their team or company to go in the future.

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VISIONING

Front 37

It's about getting their team excited and willing to work hard.

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MOTIVATING

Front 38

Leaders show by example and create a positive work atmosphere.

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INSPIRING

Front 39

OFTEN DO NOT HAVE DELEGATED AUTHORITY BUT OBTAIN THEIR POWER THROUGH OTHER MEANS SUCH AS INFLUENCE, leaders or managers

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LEADERS

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HAVE A WIDER VARIETY OF ROLES, leaders or managers?

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LEADERS

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MAY OR MAY NOT BE PART OF A FORMAL ORGANIZATION, leaders or managers

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LEADERS

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EMPHASIZE INTERPERSONAL RELATIONSHIPS, leaders or manager?

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LEADERS

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DIRECT WILLING FOLLOWERS, leaders or managers?

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LEADERS

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HAVE GOALS MAY OR MAY NOT REFLECT THOSE OF THE ORGANIZTION, leaders or managers

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LEADERS

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https://www.youtube.com/watch?v=TIuMMwsSg-Y

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note:12:02

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BOOK

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NOTE

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BOOK

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NOTE

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https://www.youtube.com/watch?v=64d9X7KT2vk

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NOTE

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https://quizlet.com/501475847/31qwexp-nclex-questions-for-leadership-and-management-flash-cards/

Back 49

Note: which behaviour demonstrates the nurse's competency as an emotionally intelligent leader?

Front 50

https://quizlet.com/530627956/leadership-and-management-nclex-type-questions-flash-cards/

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N: a nurse manager considers yhat there are five rights of delegation in...

Front 51

https://nurseslabs.com/leadership-management-nursing-test-bank-nclex-questions/

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NOTE: QUIZ #1 > #7

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https://quizlet.com/489867408/nursing-leadership-and-management-nclex-questions-flash-cards/

Back 52

N: registered nurse is discussing the characteristics of anorexia...

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https://quizlet.com/576434366/leadership-nclex-questions-flash-cards/

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NOTE : Leadership is the process of influencing people to accomplish goals by inspiring confidence and support among followers.

Front 54

https://www.rnpedia.com/practice-exams/nclex-exam/nclex-practice-exam-leadership-management-bioethics-research-1/

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N: q#5 she knows that there are external

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https://www.scribd.com/document/399852477/Ncm-119-Midterm-Exam

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NN

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BOOK

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NOTE

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BOOK NOTE

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NN

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BOOK NOTE

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NNN

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BOOK NOTE

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BOOK NOTE

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THE NURSE MANAGER AXPANDING RESPONSIBILITIES AND DEMANDS 1

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GOOGLE DRIVE NOTE

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THE NURSE MANAGER AXPANDING RESPONSIBILITIES AND DEMANDS 2

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google drive note

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are assigned a position by the organization , leaders or managers?

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managers

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have a legitemate source of power due to delegated authority that accompanies their position

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managers

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have specific duties and responsibilities they are expected to carry out, Leaders or managers

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managers

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emphasize control, decision making, decision analysis and results, leaders or managers?

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managers

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manipulate people , the environment, money, time, and other resources to achieve the goals of the organization, leaders or managers

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managers

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have a greater formal responsibility and accountability for rationality and control, manager or leaders

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managers

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direct willing and unwilling subordinates leaders or mabagers?

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managers

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direct willing and unwilling subordinates, leaders or managers

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managers

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often do not have delegated authority but obtain power through other means, such as influence. Leaders or managers

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leaders

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have a wider variety of roles leaders or managers

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leaders

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focus on group process, information gathering, feedback and empowering others, leaders or managers

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leaders

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may or may not be part of the formal hierarchy of the organization, leaders or managers

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leaders

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emphasize interpersonal relationships, leaders or managers

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leaders

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direct willing followers, leaders or managers?

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leaders

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have goals that may or may not reflect those of the organization, leaders or managers?

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leaders

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novice means

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beginner

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aptitude means

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talent; ability

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leadership means

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motivating people to do something

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motivate their followers to do the right things,leader or manager

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leader

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WE NEED TO DO THINGS RIGHT, MANAGER OR LEADER

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manager

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change agent, always aim for change and development. LEADER OR MANAGER

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leader

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continuity: more firm agent, being spontaneous on what you do. Leaders or managers

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manager

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It is the process of coordination and integration of resources to accomplish specific goals. , leadership or management

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management

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It includes the activities of planning, organizing, coordinating, directing, and controlling. Management functions or leadership roles

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management

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. It is a process of planning and directing human effort to achieve established objectives.leadership or management?

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management

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It is the directing of the organizations' money, facilities, and supplies to achieve results.leadership or management

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management

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Surveys their followers' needs and sets goals for them.

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transactional leader?

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who are focused on maintenance and management of ongoing and routine work.

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transactional leader?

Front 90

Leadership is founded on trust. Behaviors that build trust include (3)

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1. sharing relevant information

2. reducing controls

3. meeting expectations.

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Inspiring a vision is a management function.Leadership or management?

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leadership

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is focused on task accomplishment leadership or managemnet

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management

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is more focused on human relationships.leadership or managament?

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leadership

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The role of the _____ is to provide leadership and direction for all aspects of nursing services with a focus on integrating the system and building a culture.

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nurse executive

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concentrate on long-term administration of an institution or program that delivers nursing services, focusing on integrating the system and building a culture

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nurse executive

Front 96

A medical-surgical unit reports higher rates of patient satisfaction coupled with high rates of staff satisfaction and productivity. Which of the following is attributed to the data findings:

Back 96

effective leadership

Front 97

A nurse is caring for an elderly patient who was admitted after sustaining a fall at home. When creating a care plan for the patient, she requests that the doctor order a home health visit to assess for home safety and medication compliance. In addition, the nurse is concerned about the nutrition of the patient and requests a dietitian evaluation. The nurse is demonstrating which of the following leadership skills:

Back 97

care coordination

Front 98

is the delivery of nursing services that involves the organization and coordination of complex activities. The nurse uses managerial and leadership skills to facilitate delivery of quality care.

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care coordination

Front 99

During a staff meeting, a group of RNs has complained that medications are not arriving to the unit in a timely manner. The nurse manager suggests that the group resolve this issue through the development and work of a multidisciplinary team led by one of these RNs. This scenario demonstrates

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empowerment

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is the giving of authority, responsibility, and the freedom to act.

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empowerment

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father of scientific management

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frederick W. taylor

Front 102

where workers achieved minimum standards doing the least amount of work possible

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systematic soldiering

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means of organizing work mst be replaced with scientific methdods

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traditional rule of thumb

Front 104

Ms. Caputo is newly promoted to a patient care manager position. She updates her knowledge on the theories in management and leadership in order to become effective in her new role. She learns that some managers have low concern for services and high concern for staff. Which style of management refers to this?

Back 104

Country Club Management

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This term typically refers to the overall process of planning, organizing, leading, and controlling an organization's resources and activities to achieve its goals and objectives efficiently and effectively. It encompasses various management functions and approaches to ensure the smooth functioning of an organization.

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organizaton management

Front 106

also known as "indifferent management" or "laissez-faire management," is a style where the manager has low concern for both the tasks at hand and the welfare of the team. In this approach, the manager minimally involves themselves in decision-making and often allows situations to take their own course with little intervention.

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Impoverished Management

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is a leadership style where the manager focuses on both the welfare of the team members and the accomplishment of tasks. It involves fostering a collaborative and supportive work environment while also striving for high levels of productivity and achieving organizational objectives. This style is often considered effective in balancing both employee satisfaction and goal attainment.

Back 107

team management

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Her former manager demonstrated passion for serving her staff rather than being served. She takes time to listen, prefers to be a teacher first before being a leader, which is characteristic of:

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Servant leader

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where the former manager demonstrates a passion for serving the staff, takes time to listen, and prefers to be a teacher first before being a leader

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servant leadership

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is someone who inspires and motivates their team by creating a compelling vision of the future and encouraging innovation and positive change. They focus on developing the potential of their team members and often lead by example.

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Transformational Leader

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is more focused on the day-to-day operations of a team. They use a system of rewards and punishments to motivate their team to achieve specific goals and meet established standards. emphasize structure and adherence to rules.

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transactional leader

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characterized by their dedication to serving the needs of their team members and the greater good of the organization. They prioritize the well-being and development of their team and aim to empower others. They often lead through acts of service and humility.

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servant leader

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characterized by their dedication to serving the needs of their team members and the greater good of the organization. They prioritize the well-being and development of their team and aim to empower others. They often lead through acts of service and humility.

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servant leader

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possesses a magnetic personality and the ability to inspire and influence others through their charm and charisma. They often have a strong vision and the power to rally others behind their ideas. based on personal appeal and persuasi

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Charismatic Leader:

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On the other hand, Ms. Caputo notices that the Chief Nurse Executive has a charismatic leadership style. Which of the following behaviors best describes this style?

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Possesses inspirational quality that makes followers get attracted to him and regard him with reverence.

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ave a magnetic personality that inspires and attracts followers.

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charismatic

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Certain personal qualities and traits to be associated with success in managerial roles.
(4)

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effective communication, emotional intelligence, adaptability, and the ability to motivate and inspire others,

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She reads about Path-Goal theory. Which of the following behaviors is manifested by the leader who uses this theory?

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Recognizes staff for going beyond expectations by giving them citations.

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suggests that a leader's role is to assist their followers in achieving their goals and to clarify the path to goal attainment. This can involve providing rewards and recognition when staff members go above and beyond expectations to motivate and reinforce their positive behavior.

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path-goal theory

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One leadership theory states that “leaders are born and not made,” which refers to which of the following theories?

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trait

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She came across a theory which states that the leadership style is effective depends on the situation. Which of the following styles best fits a situation when the followers are self-directed, experts, and are matured A. Democraticindividuals?

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Laissez-faire

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allows self-directed and mature individuals to have a high degree of autonomy and control over their work. It is particularly effective when the followers are capable and experienced in their roles and do not require close supervision.

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Laissez-faire leadership

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which emphasizes efficiency and productivity in the workplace.

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SCIENTIFIC MANAGEMENT

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using scientific methods to analyze and optimize work processes to increase efficiency and productivity. This approach often involves breaking down tasks into smaller, specialized components and standardizing work methods.

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Taylor (Frederick Taylor) - Scientific Management:

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optimizing workflows in a healthcare setting to reduce wait times and improve patient care.

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Scientific Management:(Frederick Taylor)

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characterized by a hands-off approach where leaders provide minimal guidance or direction to their team.

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Laissez-Faire Leadership:

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This style is more about leadership than traditional management. leaders trust their team members to make decisions and manage their work independently.

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Laissez-Faire Leadership:

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when nursing teams are highly skilled and self-motivated, allowing them to work autonomously. However, it may not be suitable in all nursing contexts, especially when close supervision and direction are needed.

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Laissez-Faire Leadership:

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focuses on the structure and organization of management and administration.

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Max Weber - Bureaucracy:

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emphasizes a structured hierarchy, clear roles and responsibilities, and standardized procedures in organizations. It is more related to management and organizational structure than leadership.

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Max Weber - Bureaucracy:

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to ensure clear roles and responsibilities, adherence to protocols, and efficient organizational structures. Nursing administrators may use these principles for effective management of healthcare facilities.

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Max Weber - Bureaucracy:

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optimize means

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make something as effective, efficient, or functional as possible; enhance; maximize

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a well known german sociologist, began to study large scale organizations to determine what made some workers more efficient than others.

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max weber

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VINCE MESSENGER PIC

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Note

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TEST PAPER GALLER NOTE

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#2

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Book note

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Nn

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Note phone

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Note

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throughout history, nursing has been required to respond to changing technological and social forces

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nursing management

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organized nursing services require nurse administrators who are eknowledgeable, skilled, and competent in all aspects of management

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nursing management

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today's greater emphasis on the business of healthcare, nurse managers are being involved in financial and marketing responsibilities

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nursing management

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today's healthcare assumes the following areas: (3)

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a.health care organizations are redesigned to meet the chaninging client needs

b. there's a shift from episodic care to preventive or restorative care

c. home health, long term care, and community mental health are on the rise

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have an arranged position in the organization, leaders or manager?

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manager

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have a legitemate source of power due to the delegated authority , leaders or manager?

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manager

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are expected to carry out specific functions, duties, and responsibilities , leaders or manager?

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manager

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have a wider variety of roles , leaders or manager?

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leaders

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emphasize interpersonla relationships, leaders or manager?

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leaders

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direct the willing followers , leaders or manager?

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leaders

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Inefficiency: Excessive paperwork and documentation can consume a significant portion of nurses' time.Improvement:

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=Implement electronic health records (EHR) systems to streamline documentation, reducing duplication and enabling easy access to patient information.

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Inefficiency: Time-consuming medication administration processes. Improvement:

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=Invest in medication dispensing automation systems, barcode scanning, and standardized medication administration procedures to reduce errors and save time.

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Inefficiency: Ineffective communication during patient handoffs.Improvement:

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=Implement standardized handoff protocols and tools to ensure essential patient information is shared efficiently between shifts.

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Inefficiency: Wasted time searching for supplies or frequent stockouts. improvements:

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=Adopt a robust supply chain management system, organize supplies logically, and implement just-in-time inventory practices.

Front 152

Inefficiency: Delays in moving patients within the facility.Improvement:

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= Optimize patient transport routes and schedules, use technology for tracking patient movements, and ensure staff availability for timely transfers.

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Inefficiency: Frequent interruptions during tasks.Improvement:

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= Establish designated "quiet zones" or time blocks for focused work, limit non-essential interruptions, and encourage staff to use communication tools judiciously.

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Inefficiency: Suboptimal shift schedules leading to burnout and fatigue.Improvement:

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=: Create schedules that consider nurses' preferences and circadian rhythms, and use predictive analytics to optimize staffing levels based on patient needs.

Front 155

where employees' perspectives and contributions are valued, and decisions are made collectively or with input from those directly affected.

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=participatory organization

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staff nurses are actively engaged in the decision-making process, providing input into planning and changes for their own unit.

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=participatory organization

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there is an emphasis on involving employees in decision-making and valuing their input.

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=participatory organization

Front 158

The concept of "locus of care" in healthcare refers to the primary or central location where healthcare services are delivered. Traditionally, for many years, _______ hospitals were the primary locus of care, where patients received comprehensive medical treatment for various illnesses and conditions.

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= acute care

Front 159

are expected to beskilled communicators, organizersm and team builders and to be visionary and proactive in preparing for emerging new threats such as domestic terrorism, bilogical warfare, and global pandemics,leaders or managers?

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=managers

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The theory is that the staff should be nurtured to promote greater leadership competency.

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=peter drucker, participatory organizations

Front 161

According to______, when staff participate in the core functions of management such as planning and changes for their own units, the organization is more effective.

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=peter drucker

Front 162

which gre out of the positive psychology movement (began in the late 1990's), focuses on the development or empowerment of workers strengths as opposed to their weakenesses or areas of needed growth

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=strengths-based leadership

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strengths-based leadership is part of the development of _____

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=positive organizational scholarship

Front 164

which focuses on successful performance that exceeds the norm and embodies an orientation toward strengths and developing collective efficacy in organizations.

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=positive organizational scholarship

Front 165

the importane of strengths-based leadership was noted by

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=rath and conchie (2008)

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the importane of strengths-based leadership was noted by rath and conchie (2008), who completed a review of 30 years of research by the _____ including over 40,000 personal interviews with leaders from around the world and 20,000 interviews with followers to ask why they follow a leader.

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=gallup corporation

Front 167

they found that effective leaders are always investing in strengths but that they consciously and consistently work to use their key strengths to their advantage rather than putting significant effort into being better rounded.

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=rath and conchie (2008)

=ambler, 2015

Front 168

found that the most effective leaders surround themselves with the right people and that they maximize their team, this statement is according to?

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=rath and conchie (2008)

=ambler, 2015

Front 169

this typically requires that leaders create teams that have a balance of strengths in the following 4 leadership domains: (4)

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1. strategic thinking 2. influence 3. relationship building 4. execution

Front 170

effective leaders keep everyone focused on a long term future

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=strategic thinking

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effective leaders can sell ideas, develop political support, and get people to rally behind a project or an initiative

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=influence

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effective leaders are able to unite a group of disparate individualsinto a team that works toward a common goal

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=relationship building

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effective leaders know how to get things done by translating plans into action

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=execution

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found that the most effective leaders understand their follower's needs

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=rath and conchie (2008)=ambler, 2015

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the 4 most common responses about describing what they seek from their leaders

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1. trsut 2. compassion 3. stability 4. hope

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the concept of level 5 leadership was developed by?

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=jim collins

Front 177

the concept of level 5 leadership was developed b jim collins and published in his classic book, ______

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=good to great: why some companies make the leap

Front 178

jim collin's level 5 leadership

Back 178

1. level 1: highly capable individual

2. contributing team member

3. competent manager

4. effective leader

5. great leader

Front 179

jim collin's level of leadership: where leader makes high quality contributions to their work. posesses useful levels of knowledge and has the talent and skills needed to do a good job

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=level 1: highly capable individual

Front 180

jim collin's level of leadership: where leader is able to galvanize a department or organization to meet performance objectives and achieve a vision

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=level 4: effective leader

Front 181

jim collin's level of leadership: where leader uses knowledge and skills to help their team succeed; works effectively, productively and successfully with other people in their group

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=level 2: contributing team member

Front 182

jim collin's level of leadership: where leader is able to organize a group effectively to achieve specific goals and objectives

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=levle 3: competent manager

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jim collin's level of leadership: where leader has all of the abilities needed for the other 4 levels, plus a unique blend of humility and will that is required for true greatness

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=level 5: great leader

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the ability to listen on a deep level and to truly understand

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=servant leader

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the ability to keep an open mind and hear without judgement

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=servant leader

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the ability to deal with ambiguity, paradoxes and complex issure

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=servant leader

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the belief that honestly sharing critical challenges with all parties and asking for their input is more important than personally providing solutions

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=servant leader

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being clear on goals and good at pointing the direction toward goal achievement without giving orders

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=servant leader

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the ability to be a servant, helper and teacher first and then a leader

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=servant leader

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always thinking before reacting

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=servant leader

Front 191

choosing words carefully so as not to damage those being led

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=servant leader

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the ability to use foresight and intuition

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=servant leader

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seeing things whole and sensng relationships and connections

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=servant leader

Front 194

they also though demonstrate humility and seek success for the team, rather than for self serving purposes, a core component of another 21st century leadership theory known as?

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=servant leadership

Front 195

although _______ deveoped the idea of servant leadership more than 35 years ago, it continues to greatly influence leadership thinking in the 21st century.

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=greenleaf (1977)

Front 196

noticed that most successful managers lead in a different way from traditional managers

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=greenleaf 1977

Front 197

servant leaders are more concerned with the needs of other than themselves and lead through their service, statement by?

Back 197

1. greenleaf 1977

2. gill, 2015

Front 198

when national president gets elected by virtue of his being a son of a former president, the people who voted him into office must have this leadership theory in mind:

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= great man theory

Front 199

when the leader is consistently honestm he/she has:

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= personal integrity

Front 200

which type of leadership is shown when the leader is permissive with little or no control

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=laissez-faire

Front 201

the transformational leader possesses the following chracteristics: (3)

Back 201

1. identifies common values

2. empowers others

3. is committed

Front 202

the transformational leader possesses the following chracteristics except:

Back 202

1. identifies common values 2. empowers others 3. is committed 4. looks at causes answer: 4

Front 203

the traditional manager, concerned with the day to day operations is called a:

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=transactional leader

Front 204

the tri dimensional leadership effectiveness model was developed by

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=hersey and blanchard

Front 205

when the nurse leader-managers has high concern for people but low regard for production, his/her management style is:

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=country club management

Front 206

Those that play a role in the organization's health and performance

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Stakeholder

Front 207

Example of internal stakeholders

Back 207

1. Nurses

2. Dietitians

Front 208

Example of external stakeholders

Back 208

Philhealth

Public health units

Front 209

A system of symbols and interactions unique to each organization

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Organizational culture

Front 210

It is the way of thinking, behaving and believing that members of a unit have in common

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Organizational culture

Front 211

Organizational effectiveness, to consider: (3)

Back 211

1. Size

2. Capability of people

3. Worker commitment

Front 212

In order for the Organization to be effective: (7)

Back 212

1. Clearly defined structure

2. Few management levels, shortest chain if command

3. Staff to see their tasks fit into the main task of the organization

4. Enhance communication

5. Facilitate decision making

6. Informal groups encourage to develop a sense of community and belonging

7. Facilitate the development of future leaders

Front 213

who was regarded as the father of scientific management?

Back 213

=federick taylor

Front 214

when the right worker is hired, trained and promoted, this scientific management principle is called

Back 214

=scientific personnel system

Front 215

managers and workers would be satisfied if financial rewards were adequate as a result of increased productivity

Back 215

=scientific management by frederick taylor

Front 216

, focused on optimizing efficiency through the systematic study of work processes and the use of financial incentives to motivate workers to increase their productivity.

Back 216

=scientific management by frederick taylor

Front 217

It emphasized that if workers were rewarded financially based on their increased output, both managers and workers would be satisfied with the results.

Back 217

=scientific management by frederick taylor

Front 218

financial incentives would lead to higher productivity and therefore job satisfaction.

Back 218

=scientific management by frederick taylor

Front 219

the first to identify the management function was

Back 219

=henri fayol

Front 220

which phase of the management process will encompass determining philosophy, goals, objectives, policies, procedures and rules?

Back 220

=planning

Front 221

establishing the structure to carry out plans and patient care delivery takes place during

Back 221

=organizing

Front 222

motivating the staff, managing conflict, delegating, communicating and facilitating collaboration take place during:

Back 222

=directing

Front 223

when the nurse manager is involved in recruitment, interviewing, hiring and orienting staff, she is doing:

Back 223

=staffing

Front 224

when the head nurse evaluates the performance of her staff, she is performing

Back 224

=controlling

Front 225

the concepts of participatory and humanistic management, emphasizing people rather than machines took place during the

Back 225

=human relations era

Front 226

the human relations theory of management was spurred by the

Back 226

=hawthorne experiment

Front 227

follows planning

Back 227

=organizing, organizational structure

Front 228

second phase of the management process

Back 228

=organizing, organizational structure

Front 229

relationships are defined

Back 229

=organizing, organizational structure

Front 230

procedures are outlined

Back 230

=organizing, organizational structure

Front 231

equipment is readied

Back 231

=organizing, organizational structure

Front 232

tasks are assigned

Back 232

=organizing, organizational structure

Front 233

establishes a formal structure

Back 233

=organizing, organizational structure

Front 234

the way in which a group is formed, its lines of communication, and its means for channeling authority and making decisions

Back 234

=organizational structure

Front 235

organizational structure: provides a framework for defining managerial authority,responsibility, and accountability

Back 235

=FORMAL STRUCTURE

Front 236

organizational structure: roles and functions are defined and systematically arranged

Back 236

=FORMAL STRUCTURE

Front 237

organizational structure: ranks and hierarchy are identified

Back 237

=FORMAL STRUCTURE

Front 238

German social scientist

Back 238

=max weber

Front 239

Father of Organizational Theory

Back 239

=max weber

Front 240

founded the bureaucracy

Back 240

=max weber

Front 241

ORGANIZATIONAL STRUCTURE: social network of employees

Back 241

=informal structure

Front 242

ORGANIZATIONAL STRUCTURE: own communication network – grapevine – the heart of the informal organization (Hartzell, 2003-2016)

Back 242

=informal structure

Front 243

ORGANIZATIONAL STRUCTURE: includes social media sites and electronic communication

Back 243

=informal structure

Front 244

CHARACTERISTICS OF BUREAUCRACIES (6)

Back 244

1. division of labor

2. hierarchy of authority

3. impersonality of iterpersonal relationships

4. a system of procedures for dealing with work situations

5. a system of rules covering the rights and duties of each position

6. selection for employment and promotion is based on technical competence

Front 245

bureaucracy was popularized during the?

Back 245

=industrial revolution

Front 246

characteristics of bureaucracies: work divided into units or departments

Back 246

=division of labor

Front 247

characteristics of bureaucracies: superiors are separated from subordinates

Back 247

= HIERARCHY OF AUTHORITY

Front 248

characteristics of bureaucracies: differentiated remuneration

Back 248

= HIERARCHY OF AUTHORITY

Front 249

characteristics of bureaucracies: authority is recognized

Back 249

= HIERARCHY OF AUTHORITY

Front 250

characteristics of bureaucracies: privileges are allotted

Back 250

= HIERARCHY OF AUTHORITY

Front 251

characteristics of bureaucracies: promotions are rewarded

Back 251

= HIERARCHY OF AUTHORITY

Front 252

characteristics of bureaucracies: no personal favorites

Back 252

=IMPERSONALITY OF INTERPERSONAL RELATIONSHIPS

Front 253

COMPONENTS OF ORGANIZATIONAL STRUCTURE (4)

Back 253

1. Relationships and Chain of Command

2. Span of Control

3. Managerial Levels

4. Centrality

Front 254

components of organizational structure: organization chart defines______ relationship within the institution

Back 254

=formal

Front 255

components of organizational structure: unbroken solid lines –

Back 255

= depict lines of communication and authority

Front 256

components of organizational structure: solid vertical lines [ | ]

Back 256

=depict official chain of command

Front 257

components of organizational structure: level of position in the chart

Back 257

= signifies power and status

Front 258

components of organizational structure: dotted/broken lines ( - - -

Back 258

= represent staff positions, advisory

Front 259

components of organizational structure: unity of command

Back 259

▪ vertical solid line

▪ one person/one boss

Front 260

solid horizontal line ( ––– )

Back 260

=represent communication between people of similar responsibility and power but different functions

Front 261

Back 261

organizational chart

Front 262

Back 262

matrix organizational structure

Front 263

Back 263

flattened organizational structure

Front 264

when the nurse leader-managers has high concern for people but low regard for production, his/her management style is:

Back 264

country club management

Front 265

In an experiment at a company, they found that when they made the lights dimmer, people actually worked better and got more done (when lighting was reduced, productivity increased). This discovery helped shape the idea that how people feel and work together (human relations) is important in the workplace. What company is this?

Back 265

western electric company in Chicago

Front 266

when the nurse leader-manager has high concern for both production and people, his/her management style is

Back 266

team management

Front 267

the head nurse seems not to care about her staff nurse's efficiency nor she shows concern for relationship with them. Her management style could be?

Back 267

impoverish management

Front 268

when the leader achieves bare minimum for work production and mere getting along with subordinaet, she has:

Back 268

middle of the road management

Front 269

the manegerial grd theory was developed by

Back 269

blake and mouton

Front 270

mrs. santos, a hospital supervisor observes that mrs. cruz, one of the head nurses in the floor is very competent in her work and demonstrates favorable attitude towards supervision. Mrs. santos's leadership style under the situational leadership model should be:

Back 270

delegating

Front 271

when the nursing staff is new to the unit, the most appropriate style can be:

Back 271

telling

Front 272

when the nurse leader-manager provides direction and support to her staff, she is using which leadership style?

Back 272

selling

Front 273

theory x managers believe that their employees are lazy; theory Y managers think that their employees ennjoy their work and are self motivated. Theory X and Y was developed by:

Back 273

douglas mcgregor

Front 274

the concept of bureaucracy was introduced by

Back 274

max weber

Front 275

when a leader anticipates the effects of his/her decision, which of the ff roles is assumed?

Back 275

risk-taker

Front 276

the leader may not be perfect in his traits but he/she demonstrates professional and ethical behavior behore his/her subordinates, he/she is a:

Back 276

role model

Front 277

the aristotelian philosophy that asserts that some people are born to lead belong to:

Back 277

great man theory

Front 278

classifying leadership theory that believes leadership behavior generally determined by the relationship between the leader's personality and the specific situation:

Back 278

interactional theory

Front 279

people are very complex and highly variable

Back 279

assumption of open systems theory

Front 280

people's motivates do not stay constant but change over time

Back 280

assumption of open systems theory

Front 281

goals can differ in various situations

Back 281

assumption of open systems theory

Front 282

servant leadership was coined by

Back 282

greenleaf

Front 283

the assumption that both leaders and followers have the ability to raise each other to higher levels of motivation and morality is

Back 283

transformational leader

Front 284

the leader's ability to picture some future state and describe it to the others so they will begin to share the dream is the leader's:

Back 284

values

Front 285

focuses on management tasks

Back 285

transactional leader

Front 286

is a caretaker

Back 286

transactional leader

Front 287

examines causes

Back 287

transactional leader

Front 288

transactional leader DO NOT empowers others

Back 288

review

Front 289

when managers do coaching and mentoring, they assume which of the following tasks:

Back 289

enabling

Front 290

articulate, effective, and enthusiastic sharing of the goals and culture of the organization is:

Back 290

mobilizing

Front 291

the skills needed to be on effective leader are dynamic and change constantly in response to a rapidly changing world in which we live. this statement is: true or false

Back 291

true

Front 292

the concept of leadershup and management are symbiotic and synergistic

Back 292

integrating leadership and management skills

Front 293

every nurse is a leader and manager at some level

Back 293

integrating leadership and management skills

Front 294

it is important for nurses to develop skill in leadership roles and management functions

Back 294

integrating leadership and management skills

Front 295

when nurse leader managers think long term, they are:

Back 295

visionary

Front 296

mrs.z a head nurse of medical floor is capable of coping and resolving conflicting opinion of her staff. she is said to be:

Back 296

politically astute

Front 297

management functions include:

Back 297

planning, organizing, staffing, directing, and controlling

Front 298

number of people directly reporting to an one manager

Back 298

=span of control

Front 299

examples of top level of managers (3)

Back 299

1. Chief Nursing Officer

2. Chief Executive Officer

3. Chief Financial Officer

Front 300

Chief Nursing Officer , what level of managers?

Back 300

= top level

Front 301

Chief Executive Officer, what level of managers?

Back 301

=top level

Front 302

Chief Financial Officer, what level of managers?

Back 302

= top level

Front 303

examples of middle level of managers

Back 303

1. Unit Supervisor

2. Department Head

3. Director

Front 304

unit supervisor, what level of managers?

Back 304

=Middle Level

Front 305

Department Head , what level of managers?

Back 305

=Middle Level

Front 306

Director, what level of managers?

Back 306

=Middle Level

Front 307

examples of first level of managers:

Back 307

1. Charge Nurse 2. Team Leader 3. Primary Nurse

Front 308

Charge Nurse , what level of managers?

Back 308

=First Level

Front 309

Team Leader , what level of managers?

Back 309

=First Level

Front 310

Primary Nurse, what level of managers?

Back 310

=First Level

Front 311

=Look at organization as a whole as well as external influences

-Scope of Responsibility,

What level

Back 311

top level of managers

Front 312

=Focus is on integrating unit-level day-to-day needs with organizational needs

Back 312

Scope of Responsibility, middle level of managers

Front 313

=Focus primarily on day to-day needs at unit level

Back 313

Scope of Responsibility, first level of managers

Front 314

Primary Planning Focus, top level of managers

Back 314

=Strategic Planning

Front 315

Primary Planning Focus, middle level of managers

Back 315

=Combination of long and short-range planning

Front 316

=Short-range, operational planning, Primary Planning Focus

Back 316

, first level of managers

Front 317

=More often top-down but receives subordinate feedback both directly and via middle-level managers

Back 317

top level of managers, Communication Flow

Front 318

middle level of managers, Communication Flow

Back 318

=Upward and downward with great centrality

Front 319

first level of managers, Communication Flow

Back 319

=More often upward; generally relies on middle-level managers to transmit communication to top level managers

Front 320

where a position falls on the organizational chart (organizational distance)

Back 320

=centrality

Front 321

Evaluates the organizational structure frequently to determine if management positions should be eliminated to shorten the chain of command

Back 321

=leadership roles

Front 322

Encourages and guides employees to follow the chain of command and counsels employees who do not do so. Management functions or leadership roles

Back 322

=leadership roles

Front 323

Supports personnel in advisory (staff) positions

Back 323

=leadership roles

Front 324

Models responsibility and accountability for subordinates

Back 324

=leadership roles

Front 325

Assists staff to see how their roles are congruent with and complement the organization’s mission, vision, and goals

Back 325

=leadership roles

Front 326

Facilitates constructive informal group structure

Back 326

=leadership roles

Front 327

Encourages upward communication

Back 327

=leadership roles

Front 328

Fosters a positive organizational culture between work groups and subcultures that facilitates shared values and goals

Back 328

=leadership roles

Front 329

Promotes participatory decision making and shared governance to empower subordinates. Management functions or leadership roles

Back 329

=leadership roles

Front 330

Uses committees to facilitate group goals, not to delay decisions

Back 330

=leadership roles

Front 331

Is knowledgeable about the organization’s internal structure, including personal and department authority and responsibilities within that structure

Back 331

=Management Functions

Front 332

Facilitates constructive formal group structure

Back 332

=Management Functions

Front 333

Provides the staff with an accurate unit organization chart and assists with interpretation

Back 333

=Management Functions

Front 334

When possible, maintains unity of command. Management functions or leadership roles

Back 334

=Management Functions

Front 335

Clarifies unity of command when there is confusion

Back 335

=Management Functions

Front 336

Follows appropriate subordinate complaints upward through the chain of command. Management functions or leadership roles

Back 336

=Management Functions

Front 337

Establishes an appropriate span of control. Management functions or leadership roles

Back 337

=Management Functions

Front 338

Strives to create a constructive organizational culture and positive organizational climate

Back 338

=Management Functions

Front 339

Uses the informal organization to meet organizational goals

Back 339

=Management Functions

Front 340

Uses committee structure to increase the quality and quantity of work accomplished. Management functions or leadership roles

Back 340

=Management Functions

Front 341

Works, as appropriate, to achieve a level of operational excellence befitting an organization that would be eligible for Magnet status or some other recognition of excellence. Management functions or leadership roles

Back 341

=Management Functions

Front 342

Continually identifies, analyzes, and promotes stakeholder interests in the organization. Management functions or leadership roles

Back 342

=Management Functions

Front 343

types of organizational structures

Back 343

1. bureacratic/ line organizations

2. ad hoc design

3. matrix structure

4. flat designs

Front 344

TYPES OF ORGANIZATIONAL STRUCTURES: authority and responsibilities are clearly defined

Back 344

=Bureaucratic / Line Organizations

Front 345

TYPES OF ORGANIZATIONAL STRUCTURES: disadvantage of line and staff organization

Back 345

=red tape/ channels

Front 346

TYPES OF ORGANIZATIONAL STRUCTURES: usually for projects and disbands when the project is completed

Back 346

=Ad Hoc Design

Front 347

TYPES OF ORGANIZATIONAL STRUCTURES: focuses on product and function

Back 347

= Matrix Structure

Front 348

example of matrix structure

Back 348

=product: quality of patient care =function: staff education

Front 349

TYPES OF ORGANIZATIONAL STRUCTURES: decentralized and remove hierarchical layers

Back 349

=flat designs

Front 350

Back 350

sample unit philosophy

Front 351

beliefs that guide societies and organizations behavior

Back 351

=values

Front 352

quality having intrinsic worth for a society or an individual and identifies individualism, the pursuit of self-interest, and competition

Back 352

=MacPherson, 1987

Front 353

4 characteristics of a true value by?

Back 353

=(McNally, 1980)

Front 354

what are the 4 characteristics of a true value by mcnally 1980

Back 354

1. Freely chosen from among alternatives only after due reflection

2. Must be prized and cherished

3. Must be consciously and consistently repeated 4. Positively affirmed and enacted

Front 355

All nursing staff will recognize the patient’s need for independence and right to privacy and will assess the patient’s level of readiness to learn in relation to his or her illness.

Back 355

=sample goals

Front 356

The nursing staff_______ will provide effective patient care relative to patient needs insofar as the hospital and community facilities permit through the use of care plans, individual patient care, and discharge planning, including follow-up contact.

Back 356

nursing staff

Front 357

An ongoing effort will be made to create an atmosphere that is conducive to favorable patient and employee morale and that fosters personal growth.

Back 357

=sample goals

Front 358

The performance of all employees in the nursing department will be evaluated in a manner that produces growth in the employee and upgrades nursing standards.

Back 358

=sample goals

Front 359

All nursing units within County Hospital will work cooperatively with other departments within the hospital to further the mission, philosophy, and goals of the institution.

Back 359

=sample goals

Front 360

All nursing units within County Hospital will work cooperatively with other departments within the hospital to further the mission, philosophy, and goals of the institution.

Back 360

=sample goals

Front 361

goals should be:

Back 361

1. desired results 2. measurable and ambitious 3. realistic

Front 362

“process objectives” VS “outcome objectives” chat gpt

Back 362

nn

Front 363

similar to goals but more specific ; specifies how and when the goal is to be accomplished

Back 363

=objectives

Front 364

All registered nurses will be proficient in the administration ofintravenous fluids.

Back 364

=sample goal

Front 365

All registered nurses will complete Mercy Hospital’s course “IV TherapyCertification” within 1 month of beginning employment. The hospital willbear the cost of this program.

Back 365

=sample objectives

Front 366

Registered nurses scoring less than 70% on a comprehensiveexamination in “IV Therapy Certification” must attend the remedial 4-hourcourse “Review of Basic IV Principles” not more than 2 weeks after thecompletion of “IV Therapy Certification.”

Back 366

=sample objectives

Front 367

Registered nurses achieving a score of 70% or better on thecomprehensive examination for “IV Therapy Certification” aftercompleting “Review of Basic IV Principles” will be allowed to perform IVtherapy on patients. Individualized plans of remediation will beestablished by the unit manager for employees who fail to achieve thisscore on the examination.

Back 367

=sample objectives

Front 368

plans reduced to statement or instructions that direct organizations in the decision making

Back 368

=policies

Front 369

derived from the organization’s philosophy, goals, and objectives. ___ are like the rules of the game for an organization. They come from what the organization believes in (philosophy), what it aims to achieve (goals), and the specific things it wants to accomplish (objectives). So, ____ are like the guidelines that help everyone in the organization know what's expected and how things should be done based on the organization's principles and objectives.

Back 369

=policies

Front 370

-direct individual behavior toward the organization’s mission and maybe expressed or implied.

-are like guidelines that tell people how to behave in a way that supports the goals or mission of the organization.

-can be clearly stated (expressed) or understood without being explicitly written down (implied). - - -They help direct individual behavior to align with what the organization is trying to achieve.

Back 370

=policies

Front 371

plans that establish customary or acceptable ways of accomplishing a specifictask and delineate a sequence of steps of required action. steps needed to implement a policy.

Back 371

=procedures

Front 372

plans that define specific action or non-action

Back 372

=rules

Front 373

proactive process

Back 373

=planning

Front 374

deliberative process

Back 374

=planning

Front 375

considers personal and organizational needs and objectives

Back 375

=planning

Front 376

cyclic process

Back 376

planning

Front 377

planning is cyclic process: (11)

Back 377

1. Unity of goals

❖ Continuous energy

❖ Minimize uncertainty

❖ Focused on the objectives of the organization

❖ Manager’s means of control

❖ Best use of resources

❖ Short- and long-term goals

❖ Leadership skills

❖ Vision and creativity

❖ Flexibility and energy

❖ Precedes all other management functions

Front 378

Assesses the organization’s internal and external environment in forecasting and identifying driving forces and barriers to strategic planning

Back 378

=leadership roles

Front 379

Demonstrates visionary, innovative, and creative thinking in organizational and unit planning, thus inspiring proactive rather than reactive planning. Management functions or leadership roles

Back 379

=leadership roles

Front 380

Demonstrates visionary, innovative, and creative thinking in organizational and unit planning, thus inspiring proactive rather than reactive planning

Back 380

=leadership roles

Front 381

Influences and inspires group members to be actively involved in long-term planning 4. Periodically completes value clarification to increase self-awareness. Management functions or leadership roles

Back 381

=leadership roles

Front 382

Encourages subordinates toward value clarification by actively listening and providing feedback

Back 382

=leadership roles

Front 383

Communicates and clarifies organizational goals and values to subordinates

Back 383

=leadership roles

Front 384

Encourages subordinates to be involved in policy formation, including developing, implementing, and reviewing unit philosophy, goals, objectives, policies, procedures and rules

Back 384

=leadership roles

Front 385

Encourages subordinates to be involved in policy formation, including developing, implementing, and reviewing unit philosophy, goals, objectives, policies, procedures and rules. Management functions or leadership roles

Back 385

=leadership roles

Front 386

Role models proactive planning methods to subordinates

Back 386

=leadership roles

Front 387

considers personal and organizational needs and objectives

Back 387

=planning

Front 388

Is knowledgeable regarding legal, political, economic, and social factors affecting healthcare planning

Back 388

=management functions

Front 389

Demonstrates knowledge of and uses appropriate techniques in both personal and organizational planning

Back 389

=management functions

Front 390

Demonstrates knowledge of and uses appropriate techniques in both personal and organizational planning. Management functions or leadership roles

Back 390

=management functions

Front 391

Coordinates unit-level planning to be congruent with organizational goals 5. Periodically assesses unit constraints and assets to determine available resources for planning

Back 391

=management functions

Front 392

Develops and articulates a unit philosophy that is congruent with the organizational philosophy

Back 392

=management functions

Front 393

Develops and articulates unit goals and objectives that reflect unit philosophy

Back 393

=management functions

Front 394

Develops and articulates unit goals and objectives that reflect unit philosophy

Back 394

=management functions

Front 395

Develops and articulates unit policies, procedures, and rules that operationalize unit objectives

Back 395

=management functions

Front 396

Develops and articulates unit policies, procedures, and rules that operationalize unit objectives. Management functions or leadership roles

Back 396

=management functions

Front 397

actively participates in organizational strategic planning, defining, and operationalizing such strategic plans on the unit level

Back 397

=management functions

Front 398

planning modes: (4)

Back 398

1. reactive planning 2. inactive planning 3. preactive planning 4. proactive/interactive planning

Front 399

planning modes: planning after a problem exists

Back 399

=reactive planning

Front 400

planning modes: response to a crisis

Back 400

=reactive planning

Front 401

planning modes: hasty decisions and mistakes

Back 401

=reactive planning

Front 402

planning modes: maintains the status quo

Back 402

=inactive planning

Front 403

planning modes: maintains conformity

Back 403

=inactive planning

Front 404

planning modes: changes occur slowly

Back 404

=inactive planning

Front 405

planning modes: future oriented

Back 405

=preactive planning

Front 406

planning modes: utilizes technology to accelerate change

Back 406

=preactive planning

Front 407

planning modes: plays down experience

Back 407

=preactive planning

Front 408

planning modes: considers the past, present, and future in planning

Back 408

=proactive/interactive planning

Front 409

planning modes: dynamic

Back 409

=proactive/interactive planning

Front 410

planning modes: adaptive

Back 410

=proactive/interactive planning

Front 411

the planning hierarchy (triangle)

Back 411

top- mission > philosophy > goals > objectives > policies > procedures > rules

Front 412

Brief statement identifying the reason that an organization exists and its future aim or function

Back 412

=mission statement

Front 413

Highest planning priority

Back 413

=mission statement

Front 414

Influences the organization’s philosophy, goals, objectives, policies, procedures, and rules

Back 414

=mission statement

Front 415

"County Hospital is a tertiary care facility and provides comprehensive, holistic care to all state residents who seek treatment. The purpose of County Hospital is to combine high-quality, holistic healthcare with the provision of learning opportunities for students in medicine, nursing, and allied health sciences. Research is encouraged to identify new treatment regimens and to promote high-quality healthcare for generations to come." what type of statement is this?

Back 415

=sample mission statement

Front 416

flows from the mission statetment

Back 416

=philosophy statement

Front 417

Expresses the values and principles of the organization, type of statement?

Back 417

=philosophy statement

Front 418

Organizational philosophy-basis for nursing philosophy at the nursing service and unit level, type of statement

Back 418

=philosophy statement

Front 419

Fundamental beliefs about nursing and nursing care

Back 419

=nursing service philosophy

Front 420

Quality, quantity, and scope of nursing services

Back 420

=nursing service philosophy

Front 421

How the nursing department/unit will meet the organizational goals

Back 421

=nursing service philosophy

Front 422

"The board of directors, medical and nursing staff, and administrators of County Hospital believe that human beings are unique, due to different genetic endowments, personal experiences in social and physical environments, and the ability to adapt to biophysical, psychosocial, and spiritual stressors. Thus, each patient is considered a unique individual, with unique needs. Identifying outcomes and goals, setting priorities, prescribing strategy options, and selecting an optimal strategy will be negotiated by the patient, physician, and healthcare team.As unique individuals, patients provide medical, nursing, and allied health students invaluable diverse learning opportunities. Because the board of directors, medical and nursing staff, and administrators believe that the quality of healthcare provided directly reflects the quality of the education of its future healthcare providers, students are welcomed and encouraged to seek out as many learning opportunities as possible. Because high-quality healthcare is defined by and depends on technological advances and scientific discovery, County Hospital encourages research as a means of scientific inquiry." type of statement?

Back 422

=sample hospital philosophy

Front 423

The_______ phase of the management process is critical and precedes all othe rfunctions. Without adequate _______, the management process fails.

Back 423

= planning

Front 424

______ is a proactive function required of all nurses so that personal and organizational needs and objectives can be met.

Back 424

=Planning

Front 425

Plans should be___,__, and ____

Back 425

= specific, simple, and realistic.

Front 426

Because a plan is a guide for action in reaching a goal, it must be ______ and allow for_______ as unexpected events occur.

Back 426

=flexible; readjustment

Front 427

The manager should include in the actual planning process all people and_____ that could be affected by the plan.

Back 427

= organizational units

Front 428

Good plans have a time for evaluation built into them so there can be a midcourse correction if unexpected events occur.

Back 428

review

Front 429

Good plans have a time for evaluation built into them so there can be a midcourse correction if unexpected events occur. In simple terms, having a time for evaluation in good plans is like checking in on your progress to make sure everything is going as expected. It's similar to adjusting your course if something unexpected happens, ensuring you stay on track toward your goals.

Back 429

review only

Front 430

Most organizations use many types of plans that form a hierarchy from global to specific.The planning hierarchy in most healthcare institutions includes the elements of ___(7)

Back 430

=missionstatement, philosophy, goals, objectives, policies, procedures, and rules.

Front 431

The ______ identifies the reason an organization exists.

Back 431

=mission statement

Front 432

The ________ flows from the purpose or mission statement and delineates the set ofvalues and beliefs that guides all organizational actions.

Back 432

=philosophy

Front 433

A philosophy that is not or cannot be implemented is ______.

Back 433

useless

Front 434

Management functions include determining, implementing, and evaluating the unitphilosophy, but leadership roles require an examination of values by managers and theirsubordinates.

Back 434

review

Front 435

include determining, implementing, and evaluating the unitphilosophy, management functions or leadership roles

Back 435

Management functions

Front 436

A ____ may be defined as the desired result toward which effort is directed. A _____ is theaim of the philosophy.

Back 436

=goal

Front 437

______ are similar to goals because they motivate people to a specific end and areexplicit, measurable, observable or retrievable, and obtainable. ________, however, aremore specific and measurable than goals in that they identify how and when the goal is tobe accomplished.

Back 437

=Objectives

Front 438

_______ are plans reduced to statements/instructions that direct an organization in its decision making.

Back 438

=policies

Front 439

_______ are plans that have been reduced to a sequence of required actions.

Back 439

=Procedures

Front 440

____ are plans that define specific action or nonaction and aregenerally included in policy and procedure statements and describe situations that allowonly one choice of action

Back 440

=Rules and regulations

Front 441

All planning must include an evaluation step. Philosophies, goals, objectives, policies,procedures, and the need for rules change with time and require periodic reevaluation andprioritization. When we make plans, it's like setting up a roadmap for what we want to achieve. But, just like roads can change or need fixing, our plans might need to change too. So, after we make plans, we have to regularly check if they're still working well and if anything needs to be adjusted. This helps us stay on the right track and make sure our goals and rules still make sense as things change over time. It's like giving our plans a check-up to keep them effective and up-to-date.

Back 441

REVIEW ONLY

Front 442

All planning in the hierarchy must flow from, and be congruent with, planning done athigher levels in the hierarchy. That is, a nursing unit’s goals cannot conflict with the overallphilosophy of the central nursing administration or the mission of the organization.

Back 442

nn

Front 443

Plans that involve a long time – usually 3 to 10 years – and are very complex are referredto as long-range or strategic plans. Due to rapidly changing technology, increasinggovernment involvement in healthcare, changing population demographics, and reducedprovider autonomy, healthcare organizations are finding it increasingly difficult toappropriately identify long-term needs and plan accordingly.

Back 443

Sure, imagine making big plans for the future, like where to build a city or how to run a healthcare system. These are called long-range or strategic plans and usually cover 3 to 10 years. But things are tricky for healthcare because technology changes fast, the government gets more involved, people's ages and numbers change, and doctors have less say. So, healthcare groups struggle to figure out what they'll need in the long run and plan for it.

Front 444

Managers who are uninformed about the legal, political, economic, and social factorsaffecting healthcare may make strategic planning errors that have disastrous implicationsfor their professional development and the financial viability of the organization.

Back 444

**Simple Explanation:**Managers need to know about laws, politics, money matters, and social issues in healthcare. If they don't, they might make big mistakes in planning that can harm their career growth and the organization's financial health.

Front 445

Organizations tend to have one of four planning modes:

Back 445

reactive, inactivism, preactivism,or proactive

Front 446

FLASHCARDS

Back 446

Nn

Front 447

set the overall direction and provide the resources for a healthcare system to work well

Back 447

TOP LEVEL MANAGERS

Front 448

who play a crucial role in organizing how things operate within specific units or departments.

Back 448

middle-level managers

Front 449

evaluates periodically the effectiveness of the organizational structure for the delivery of patient care. management functions or leadership roles

Back 449

leadership roles

Front 450

determines if adequate resources and support exist before making any changes in the organization of patient care

Back 450

leadership roles

Front 451

examines the human element in work redesign and supports personnel during adjustment to change. Management functions or leadership roles

Back 451

leadership roles

Front 452

inspires the work group toward a team effort

Back 452

leadership roles

Front 453

inspires subordinates to achieve higher levels of education, clinical expertise, competency and experience in differentiated practice. Management functions or leadership roles

Back 453

leadership roles

Front 454

ensures that chosen nursing care delivery models advance the practice of professional nursing

Back 454

leadership roles

Front 455

encourages and supports the use of nursing care delivery models that maximize the abilities of each member on the healthcare team

Back 455

leadership roles

Front 456

assures congruence between the organizational mission and philosophy and the patient care delivery system selected for use

Back 456

leadership roles

Front 457

assures that the patient and family are the focus of patient care delivery, regardless of which patient care delivery system is used. Management functions or leadership roles

Back 457

leadership roles

Front 458

makes changes in work design to facilitate meeting organizational goals. Management functions or leadership roles?

Back 458

management functions

Front 459

selects a patient care delivery system that is most appropriate to the needs of the patients being served as well as the expertise of the staffing mix

Back 459

management functions

Front 460

uses scientific research and current literature to analyze proposed changes in nursing care delivery models

Back 460

management functions

Front 461

uses a patient care delivery system that maximizes human and physical resources as well as time

Back 461

management functions

Front 462

uses a patient care delivery system that maximizes human and physical resources as well as time. management functions or leadership roles

Back 462

management functions

Front 463

organizes work activities to attain organizational goals. Management functions or leadership roles

Back 463

management functions

Front 464

group activities in a manner that facilitates communication and coordinationwithin and between departments . Management functions or leadership roles

Back 464

management functions

Front 465

organizes works so that it is as time and cost effective as possible. Management functions or leadership roles

Back 465

management functions

Front 466

idetntifies appropriately cost drivers i high cost, high resource utilization diseases and organizes patient care to address these with efficiency across care settings

Back 466

management functions

Front 467

explores opportunities to use case managers, nurse navigators, and clinical nurse leaders (CNLs) to better integrate and coordinate care

Back 467

management functions

Front 468

Evaluates Organizational Structure: Periodically checks how well the way patient care is organized is working and makes adjustments as needed. Management functions or leadership roles

Back 468

leadership roles

Front 469

Checks Resources Before Changes: Makes sure there are enough resources and support before making any changes to how patient care is organized. Management functions or leadership roles?

Back 469

leadership roles

Front 470

Considers Human Element: Looks at how people are affected by changes, supports them during adjustments, and pays attention to the human side of the work.

Back 470

leadership roles

Front 471

Considers Human Element: Looks at how people are affected by changes, supports them during adjustments, and pays attention to the human side of the work. Management functions or leadership roles

Back 471

leadership roles

Front 472

Promotes Education and Expertise: Encourages subordinates to improve their education, clinical skills, and experience for better patient care.management functions or leadership roles

Back 472

leadership roles

Front 473

Advances Nursing Practice: Makes sure the chosen ways of delivering nursing care are helping to improve the overall practice of professional nursing.

Back 473

leadership roles

Front 474

Maximizes Team Abilities: Supports and encourages the use of care delivery models that make the most of each team member's abilities. Management functions or leadership roles

Back 474

leadership roles

Front 475

Aligns Mission and Philosophy: Ensures that the way patient care is organized matches up with the overall mission and philosophy of the organization. Management functions or leadership roles

Back 475

leadership roles

Front 476

Focus on Patient and Family: Makes sure that, no matter the system used, the main focus is always on the patient and their family in delivering care.

Back 476

leadership roles

Front 477

traditional patient care delivery methods (5)

Back 477

1. total patient care

2. functional nursing

3. team and modular nursing

4. primary nursing

5. case management

Front 478

primary nursing was once called, _____(1) and is now frequently referred to as a (2)_______

Back 478

1. case method nursing

2. professional practice model

Front 479

team nursing is sometimes called _______

Back 479

partners in care or patient service partners

Front 480

the choice of an organiztion model involves ____ (4) to be performed

Back 480

1. staff skills

2. availability or resources

3. patient acuity

4. nature of the work

Front 481

Change Work Design for Goals: Adjust how work is done to make sure it helps achieve the organization's overall goals.

Back 481

Management functions

Front 482

Choose the Right Patient Care System: Pick a way of delivering patient care that fits the patients' needs and the skills of the staff.

Back 482

Management functions

Front 483

Use Research for Changes: Look at scientific research and current information to understand and decide on changes in how nursing care is provided. Management functions or leadership roles

Back 483

Management functions

Front 484

Maximize Resources and Time: Use a patient care system that makes the best use of people, equipment, and time.

Back 484

Management functions

Front 485

Train and Supervise Non-professional Staff: Make sure staff who aren't professionals are trained and supervised properly when giving care. Management functions or leadership roles

Back 485

Management functions

Front 486

Organize Activities for Goals: Arrange tasks in a way that helps the organization reach its goals.

Back 486

Management functions

Front 487

Group Activities for Communication: Organize tasks so that communication and coordination are easy within and between different departments. management functions or leadership roles

Back 487

Management functions

Front 488

Efficient Work for Time and Cost: Set up work to be as quick and cost-effective as possible. Management functions or leadership roles

Back 488

Management functions

Front 489

Address High-Cost Diseases Efficiently: Figure out the most efficient way to organize patient care for diseases that use a lot of resources.

Back 489

Management functions

Front 490

Use Coordinators for Better Care: Explore using case managers, nurse navigators, and clinical nurse leaders to make sure care is well-integrated and coordinated.

Back 490

Management functions

Front 491

Total Patient Care: Each patient gets care from one nurse who handles everything.

Back 491

traditional modes of organizing patient care

Front 492

Functional Nursing: Tasks are divided among different specialists or nurses based on their skills.

Back 492

traditional modes of organizing patient care

Front 493

Team and Modular Nursing: Nurses work together in teams, sometimes specialized in certain areas.

Back 493

traditional modes of organizing patient care

Front 494

Primary Nursing: One nurse takes the lead and is responsible for the patient's overall care.

Back 494

traditional modes of organizing patient care

Front 495

Case Management: Coordination of care, often with a manager overseeing the whole process.

Back 495

traditional modes of organizing patient care

Front 496

idea that how people feel and work together

Back 496

Human relations

Front 497

Name the structure

Back 497

1. Charge nurse

2.nursing staff

3. Patients

4. Case method or total patient care

Front 498

Back 498

1. Charge nurse

2. Rn medication, rn treatment nurse, nursing assistants/hygienic care, clerical/housekeeping

3. Patients

4. Functional nursing organization structure

Front 499

Back 499

1. Charge nurse

2. Team leader

3. Nursing staff

4. Patients

5. Team nursing organization structre

Front 500

Is the oldest mode of organizing patient care.

Back 500

Total patient care

Front 501

Total patient care is sometimes referred to as

Back 501

Case method of assignment

Front 502

With ____, Nurses assume total responsibility during their time in duty for meeting all the needs of assigned patients.

Back 502

Total patient care

Front 503

Back in the early 1900s, when someone needed nursing care, a nurse would come to their home and take care of everything—cooking, cleaning, and the regular nursing stuff. But when the Great Depression hit in the 1930s, people couldn't afford this anymore. So, they started going to hospitals where private nurses worked. Nurses and students then became the main caregivers in hospitals, and this way of giving complete care continued for a while.

Back 503

TOTAL PATIENT CARE NURSING OR CASE METHOD NURSING

Front 504

In some hospitals and home health agencies, they still use a method where one nurse takes care of everything for a patient during their shift. This gives nurses a lot of freedom and responsibility. It's straightforward, but it can lead to different approaches to care if there are different nurses on different shifts. This might confuse the patient. However, this method needs highly skilled and trained staff, which can be more expensive. Some people argue that less trained individuals could do some tasks, making it cheaper. The biggest problem happens when the nurse isn't well-prepared or experienced enough for the job.

Back 504

Total patient care or case method nursing

Front 505

Organizations tend to have one of four planning modes: reactive, inactivism, preactivism,or proactive. Leaders should strive to demonstrate a proactive planning style to theirfollowers.Explain in simple terms

Back 505

Think of how organizations plan for the future. There are four ways: reacting to things that happen, doing nothing much, planning just a bit ahead, or planning ahead a lot. Good leaders aim to be proactive, meaning they plan ahead and take action before things happen, setting a good example for their team.

Front 506

requires the completion of specific tasks by different nursing personnel

Back 506

functional nursing organization

Front 507

typically uses a nurse leader who coordinates team members of varying educational preparation and skill sets in the care of a group of patients.

Back 507

team nursing

Front 508

uses mini teams, typically an RN and unlicensed health care workers to provide care to a small group of patients, usually centralized geographically

Back 508

modular nursing

Front 509

is organized so that one health care provider (typically the RN) has 24 hr responsibility for care planning and coordination

Back 509

primary care nursing

Front 510

also provide primary care in the form of PHCTs. These teams typically include, but are not limited to, physicians, nurse practitioners, nurses, physical therapists, occupational therapists, and social workers working collaboratively to deliver coordinated patient care

Back 510

interprofessional teams

Front 511

who play a crucial role in organizing how things operate within specific units or departments. What level is this

Back 511

middle-level managers

Front 512

*Evaluates Organizational Structure:* Periodically checks how well the way patient care is organized is working and makes adjustments as needed.

Back 512

middle-level managers

Front 513

*Evaluates Organizational Structure:* Periodically checks how well the way patient care is organized is working and makes adjustments as needed. What level is this

Back 513

middle-level managers

Front 514

*Considers Human Element:* Looks at how people are affected by changes, supports them during adjustments, and pays attention to the human side of the work. What level

Back 514

middle-level managers

Front 515

*Inspires Team Effort:* Encourages everyone to work together as a team toward common goals.

Back 515

middle-level managers

Front 516

*Promotes Education and Expertise:* Encourages subordinates to improve their education, clinical skills, and experience for better patient care. What level

Back 516

middle-level managers

Front 517

*Advances Nursing Practice:* Makes sure the chosen ways of delivering nursing care are helping to improve the overall practice of professional nursing.

Back 517

middle-level managers

Front 518

*Maximizes Team Abilities:* Supports and encourages the use of care delivery models that make the most of each team member's abilities.

Back 518

middle-level managers

Front 519

*Aligns Mission and Philosophy:* Ensures that the way patient care is organized matches up with the overall mission and philosophy of the organization. What level

Back 519

middle-level managers

Front 520

*Focus on Patient and Family:* Makes sure that, no matter the system used, the main focus is always on the patient and their family in delivering care.

Back 520

middle-level managers

Front 521

____ is like teamwork to plan, organize, and evaluate care for an individual's health needs. It helps ensure quality care at a reasonable cost. In some cases, instead of focusing on one person, _____ plan care for groups of people with the same health condition, like those with a chronic illness.

Back 521

case management

Front 522

steps in staffing

Back 522

1. recruitment

2. selection

3. placement

4. indoctrination

Front 523

process of actively searching out or attracting applicants for existing positions. shoudld be an ongoing process.

Back 523

recruitment

Front 524

attracting applicants

Back 524

recruitment

Front 525

wanting to stay

Back 525

retention

Front 526

US RN recruitment cost is

Back 526

36,000 to 64, 000 dollars

Front 527

types of interview tools

Back 527

1. structure

2. semi-structured

3. unstructured

Front 528

verbal interaction between individuals for a particular purpose

Back 528

interviewing

Front 529

Interviewer seeks to obtain enough information to determine applicants ______ for the available position

Back 529

sustainability

Front 530

For the applicant to obtain adequate information to or the decision about accepting the job

Back 530

interview

Front 531

Interviewer promotes_______ for the organization

Back 531

respect & goodwill

Front 532

(Getting People In):* It's about bringing in new folks who want to be nurses.

Back 532

recruitment

Front 533

(Keeping Them Happy):* Once we have nurses, we want to make sure they like it and stay.

Back 533

retention

Front 534

They want to know if the person being interviewed is right for the job.

Back 534

*Interviewer's Goal

Front 535

The person being interviewed wants to decide if they really want the job.

Back 535

. *Applicant's Goal:

Front 536

The interviewer also wants to make the company look good and respected.

Back 536

Company's Image:*

Front 537

Like a planned script, where everyone gets asked the same questions in the same way. It's organized and fair.

Back 537

*Structured Interview:*

Front 538

A bit flexible. There's a plan with some set questions, but the interviewer can also ask follow-up questions based on the conversation.

Back 538

*Semi-Structured Interview:

Front 539

It's more like a free-flowing chat. There's no fixed list of questions, and the conversation goes where it naturally goes.

Back 539

*Unstructured Interview:*

Front 540

Back 540

1. physician -charge nurse -health care organizations resources -associate nurse (evenings) -associate nurse (nights)-associate nurse (as needed days) 2. primary nurse/ patient 3. primary nursing structure

Front 541

SEARCH MESSENGER TESTPAPER 1

Back 541

REVIEW ONLY

Front 542

The Aristotelian philosophy that asserts that some people are born to lead belong to?

Back 542

Great Man's Theory.

Front 543

Classifying leadership styles into autocratic, democratic, and laissez fair belong to?

Back 543

Answer. Behavioral theories.

Front 544

A leadership theory that believes leadership behavior is generally determined by the relationship between the leader's personality and the specific situation.

Back 544

Interactional theory.

Front 545

The leader may not be perfect in his traits, but he or she demonstrates professional and ethical behavior before his or her subordinates. He or she is a?

Back 545

Answer, role mode

Front 546

A leadership theory that believes leadership behavior is generally determined by the relationship between the leader's personality and the specific situation

Back 546

Interactional Theory.

Front 547

People are very complex and highly variable. What is this?

Back 547

Open Systems Theory.

Front 548

People's motives do not stay constant but change over time. What is this?

Back 548

Open Systems Theory.

Front 549

Goals can differ in various situations. What theory is this?

Back 549

Open Systems Theory.

Front 550

Servant Leadership was coined by

Back 550

Green Leaf.

Front 551

The assumption that both leaders and followers have the ability to raise each other to higher levels of motivation and morality is

Back 551

transformational leader.

Front 552

The leader's ability to picture some future state and describe it to others so they will begin to share the dream is the leader's

Back 552

values

Front 553

focuses on management tasks.

Back 553

transactional leader.

Front 554

focuses on management tasks.

Back 554

transactional leader.

Front 555

examines causes.

Back 555

transactional leader.

Front 556

is a caretaker.

Back 556

transactional leader.

Front 557

When managers do coaching and mentoring, they assume which of the following tasks?

Back 557

Enabling

Front 558

Articulate effective and enthusiastic sharing of the goals and culture of the organization is?

Back 558

Communicating

Front 559

The skills needed to be an effective leader are dynamic and change, constantly in response to a rapidly changing world in which we live. This statement is? True or False?

Back 559

True

Front 560

A process of choosing from among applicants the best qualified individual for the job?

Back 560

Selection

Front 561

Involves verifying applicant's qualifications, history of employment, deciding fitness of the applicant to the organization expectation.

Back 561

Selection

Front 562

When a company is picking the best person for a job, that process is called. It includes checking if the applicants have the right qualifications and a good work history. The goal is to see if the person is a good fit for what the organization needs. So, "_______" is like choosing the right person for the job based on their qualifications and how well they match the organization's expectations.

Back 562

Selection

Front 563

When employers are looking into an applicant's background, they can ask about the person's current name, previous names they might have used, or if their school records are under a different name. Acceptable inquiries or unacceptable inquiries

Back 563

Acceptable Inquiries

Front 564

employers to ask questions about a person's name that might reveal information about their family background, nationality, marital status, or criminal record. Acceptable inquiries or unacceptable inquiries

Back 564

Unacceptable inquiries

Front 565

If applicant has worked for the organization under a different name, if school records are under another name, if applicant has another name. Acceptable Inquiries or unacceptable inquiries

Back 565

Acceptable Inquiries

Front 566

, inquiries about name that would indicate lineage, national origin, or marital or criminal status. Acceptable Inquiries or unacceptable inquiries

Back 566

unacceptable inquiries

Front 567

Place of Residence and Lengths Resided in City or State. Acceptable or unacceptable inquiries

Back 567

Acceptable inquiries

Front 568

Former Addresses, Names, or Relationships of People with Whom Applicant Resides, or If Owns or Rents Home. Acceptable or unacceptable iniquiries

Back 568

Unacceptable

Front 569

If Older than 18 Years or Statement that Hire is Subject to Age Requirement, can ask if the Applicant is between 18 years and 70 years. Acceptable or unacceptable iniquiries

Back 569

Acceptable

Front 570

Specific Age or Date of Birth. Acceptable or unacceptable iniquiries

Back 570

Unacceptable

Front 571

can ask for Proof of U.S. Citizenship. Acceptable or unacceptable iniquiries

Back 571

Acceptable

Front 572

ask for Proof of U.S. Citizenship. Acceptable or unacceptable iniquiries

Back 572

Acceptable

Front 573

They can ask about the current place of residence and how long the person has lived in a city or state. Acceptable or unacceptable iniquiries

Back 573

Acceptable

Front 574

They ask about former addresses, names of people the applicant lives with, or if they own or rent their home. Acceptable or unacceptable iniquiries

Back 574

Unacceptable

Front 575

They ask if the person is older than 18 or if being older is necessary for the job. They can also ask if the applicant is between 18 and 70. Acceptable or unacceptable iniquiries

Back 575

Acceptable

Front 576

They ask for the specific age or date of birth. Acceptable or unacceptable iniquiries

Back 576

Unacceptable

Front 577

They ask for proof of U.S. citizenship. acceptable or unacceptable iniquiries

Back 577

Acceptable

Front 578

They ask about the birthplace of the applicant, their spouse, or any relative. Acceptable or unacceptable iniquiries

Back 578

UnAcceptable

Front 579

it can be requested for affirmative action but not as employment criteria. acceptable or unacceptable inquiries

Back 579

acceptable

Front 580

, all questions about race are prohibited, acceptable or unacceptable inquiries

Back 580

unacceptable

Front 581

, all questions about race, acceptable or unacceptable inquiries

Back 581

unacceptable

Front 582

questions relating to arrests or conviction of a crime. acceptable or unacceptable inquiries

Back 582

unacceptable

Front 583

relatives employed in organization, names and addresses of parents if the applicant is a minor. acceptable or unacceptable inquiries

Back 583

acceptable

Front 584

questions about who the applicant lives with or the number of dependents. acceptable or unacceptable inquiries

Back 584

unacceptable

Front 585

Employers ask about race for affirmative action purposes, but not as a basis for hiring. acceptable or unacceptable inquiries

Back 585

acceptable

Front 586

All questions about race, in general, are not allowed. acceptable or unacceptable inquiries

Back 586

unacceptable

Front 587

Employers can inquire about actual convictions related to the ability to perform the job. acceptable or unacceptable inquiries

Back 587

acceptable

Front 588

They shouldn't ask about arrests or general questions about a person's criminal history. acceptable or unacceptable inquiries

Back 588

unacceptable

Front 589

Employers can ask if any relatives work in the same organization. For minors, they can ask for the names and addresses of parents. acceptable or unacceptable inquiries

Back 589

acceptable

Front 590

They shouldn't ask about who the applicant lives with or details about the number of dependents. acceptable or unacceptable inquiries

Back 590

unacceptable

Front 591

This is a traditional setup with clear hierarchies, like a pyramid. Each level reports to the one above, creating a structured chain of command.

Back 591

Bureaucratic/Line Organizations:

Front 592

This is more flexible and temporary. It's like assembling a team for a specific project, and once the project is done, the team might disband.

Back 592

*Ad Hoc Design:*

Front 593

It's a mix of different structures. People often report to both a functional manager and a project manager, allowing for more collaboration across different parts of the organization.

Back 593

*Matrix Structure

Front 594

These have fewer levels of hierarchy, making the organization more horizontal. It often promotes faster decision-making and open communication.

Back 594

*Flat Designs:*

Front 595

a leader applying the____
_
would recognize and reward staff when they exceed expectations. It's like acknowledging and appreciating their efforts by giving them citations or praise for going above and beyond in their work. This approach aims to motivate and guide employees to achieve their goals by showing appreciation for their hard work.

Back 595

Path-Goal theory

Front 596

________1. is like making plans for the near future, focusing on day-to-day activities._______,2. such as team leaders or supervisors, is primarily involved in this type of planning. They focus on the immediate tasks and activities to ensure things run smoothly on a daily basis. It's about organizing and managing the routine operations to meet short-term goals.

Back 596

1. Short-range, operational planning

2. The first level of managers

Front 597

ask about who the applicant lives with or details about the number of dependents. acceptable or unacceptable inquiries

Back 597

unacceptable

Front 598

This is not really planning at all. It's being passive and not actively making plans for the future.

Back 598

*Inactive Planning:*

Front 599

This is preparing in advance. You're getting ready for potential events and making plans before they actually happen.

Back 599

Preactive Planning:

Front 600

* This is being ahead of the game. You're not just getting ready; you're actively shaping the future by making plans and adjusting them as needed.

Back 600

*Proactive/Interactive Planning

Front 601

LVN stands for

Back 601

licensed vocational nurses

Front 602

LPN stands for

Back 602

licensed practical nurses

Front 603

During World War II, there was a huge demand for nurses, leading to a shortage. To cope, less skilled workers were trained for specific tasks, like checking blood pressure or administering medication. Instead of one nurse caring for a patient, tasks were divided among different personnel. Registered Nurses (RNs) became more like managers, overseeing care provided by others. This method, called _______, helped manage the shortage by assigning specific tasks to different workers.

Back 603

functional nursing

Front 604

means doing things in a way that meets our needs today without harming the ability of future generations to meet their needs. It's about using resources wisely, not wasting, and taking care of the environment so that it stays healthy for a long time.

Back 604

sustainability

Front 605

This is like searching for new team members. It involves finding and attracting people who might be a good fit for the job.

Back 605

Recruitment

Front 606

Once you have potential team members, this step is about choosing the best ones. It involves evaluating and picking the right people for the job.

Back 606

Selection

Front 607

After selecting the right people, this is about putting them in the right positions or roles within the organization.

Back 607

Placement

Front 608

This is like the orientation phase. It involves introducing new team members to the organization's way of doing things, its culture, and making them feel part of the team.

Back 608

Indoctrination

Front 609

name and address of a person to be notified. acceptable or unacceptable inquiries

Back 609

acceptable

Front 610

, name and address of a relative to be notified. acceptable or unacceptable inquiries

Back 610

unacceptable

Front 611

professional organizations. acceptable or unacceptable inquiries

Back 611

acceptable

Front 612

requesting a list of all memberships. acceptable or unacceptable inquiries

Back 612

unacceptable

Front 613

, professional or character reference. acceptable or unacceptable inquiries

Back 613

acceptable

Front 614

religious references. acceptable or unacceptable inquiries

Back 614

unacceptable

Front 615

all applicants can be asked if they are able to carry out the physical demands of the job. acceptable or unacceptable inquiries

Back 615

acceptable

Front 616

employers must be prepared to justify any mental or physical requirements. Specific questions regarding handicaps are forbidden. acceptable or unacceptable inquiries

Back 616

unacceptable

Front 617

statement that a photograph may be required after employment. acceptable or unacceptable inquiries

Back 617

acceptable

Front 618

a photograph be taken before interview or hiring. acceptable or unacceptable inquiries

Back 618

unacceptable

Front 619

if necessary to perform job, languages applicants speaks, reads, or writes. acceptable or unacceptable inquiries

Back 619

acceptable

Front 620

about birthplace, native language, ancestry, date of arrival in the United States, or native language. acceptable or unacceptable inquiries

Back 620

unacceptable

Front 621

You can ask for the name and address of a person to be notified in case of an emergency. acceptable or unacceptable inquiries

Back 621

acceptable

Front 622

* Asking for the name and address of a relative for emergency notification is not allowed. acceptable or unacceptable inquiries

Back 622

unacceptable

Front 623

* It's okay to ask about professional organizations. acceptable or unacceptable inquiries

Back 623

acceptable

Front 624

Don't ask for a list of all memberships in organizations. acceptable or unacceptable inquiries

Back 624

unacceptable

Front 625

You can ask for professional or character references. acceptable or unacceptable inquiries

Back 625

acceptable

Front 626

Asking for religious references is not allowed. acceptable or unacceptable inquiries

Back 626

unacceptable

Front 627

You can ask if applicants are physically able to handle the job's demands. acceptable or unacceptable inquiries

Back 627

acceptable

Front 628

Employers should not ask specific questions about disabilities unless they can justify them for the job. acceptable or unacceptable inquiries

Back 628

unacceptable

Front 629

You can say that a photograph may be required after employment. acceptable or unacceptable inquiries

Back 629

acceptable

Front 630

Requiring a photograph before an interview or hiring is not allowed. acceptable or unacceptable inquiries

Back 630

unacceptable

Front 631

If needed for the job, you can ask about the languages an applicant speaks, reads, or writes. acceptable or unacceptable inquiries

Back 631

acceptable

Front 632

Asking about birthplace, native language, ancestry, date of arrival in the United States, or native language is not allowed.acceptable or unacceptable inquiries

Back 632

unacceptable

Front 633

You can ask about academic, vocational, or professional education, schools attended, and language abilities. acceptable or unacceptable inquiries

Back 633

acceptable

Front 634

Asking about the racial or religious affiliation of a school or the specific dates of schooling is not allowed. acceptable or unacceptable inquiries

Back 634

unacceptable

Front 635

You can inquire about sex only if it's a genuine requirement for the job, but this is interpreted narrowly by the courts. acceptable or unacceptable inquiries

Back 635

acceptable

Front 636

Asking about sex on an application or using it as a factor for hiring decisions is not allowed. acceptable or unacceptable inquiries

Back 636

unacceptable

Front 637

No inquiries about credit rating are allowed. acceptable or unacceptable inquiries

Back 637

acceptable

Front 638

Questions about car or home ownership are also not permitted. acceptable or unacceptable inquiries

Back 638

unacceptable

Front 639

You can notify applicants that misstatements or omissions of facts may lead to dismissal. acceptable or unacceptable inquiries

Back 639

acceptable

Front 640

require an examination of values by managers and theirsubordinates. management functions or leadership roles

Back 640

leadership roles

Front 641

See each employee as unique, motivated by different things. Management functions or leadership roles

Back 641

Leadership roles

Front 642

Understand and align with the team's values, rewarding accordingly. Management functions or leadership roles

Back 642

Leadership roles

Front 643

Foster engagement and emotional commitment to organizational goals. Management functions or leadership roles

Back 643

Leadership roles

Front 644

Listen to understand needs and prevent dissatisfaction. Management functions or leadership roles

Back 644

Leadership roles

Front 645

Project a positive and empowering image. Management functions or leadership roles

Back 645

Leadership roles

Front 646

Encourage personal growth by pushing employees to challenge themselves. Management functions or leadership roles

Back 646

Leadership roles

Front 647

Support mentoring and coaching relationships. Management functions or leadership roles

Back 647

Leadership roles

Front 648

Create a supportive environment for discouraged individuals. management functions or leadership roles

Back 648

Leadership roles

Front 649

Be genuine, not just automatic, in giving praise. Management functions or leadership roles

Back 649

Leadership roles

Front 650

Develop a philosophy valuing each employee and promoting success. Management functions or leadership roles

Back 650

Leadership roles

Front 651

Show belief in your team's ability to achieve organizational goals. Management functions or leadership roles

Back 651

Leadership roles

Front 652

Stay self-aware and motivated to lead by example. Management functions or leadership roles

Back 652

Leadership roles