Nursing Leadership

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Administrative principles

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General principles of management that are relevant to any organization

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autocratic leadership

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centralized decision making style with the leader making decisions and using power to command and control others

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Bureaucratic organization

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hierarchy with clear superior subordinate communication and relations bases on positional authority

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consideration

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activities that focus on the employee and emphasize relating and getting along with people

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contingency theory

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style that acknowledges that other factors in the environment influence outcomes as much as leadership style/leader effectiveness is contingent upon something other than the leader's behavior

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democratic leadership

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style in which participation is encouraged and authority is delegated to others

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employee-centered leadership

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style with a focus on the human needs of subordinates

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formal leadership

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when a person is in a position of authority or in a sanctioned role within an organization that connotes influence

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Hawthorne effect

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term coined to reflect the finding of a research study that demonstrated that a change in employee behavior occurs as a result of being observed

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informal leader

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individual who demonstrates leadership outside the scope of a formal leadership role or as a member of a group rather than as the head or leader of the group

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initiating structure

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style that involves and emphasis on the work to be done, a focus on the task and production

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job-centered leaders

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style that focuses on schedules, cost, and efficiency with less attention to developing work groups and high performance goals

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knowledge workers

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health care professionals who are well educated and technologically savvy and see them self as owning their intellectual capital

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laissez-faire leader

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passive and permissive style in which the the leader defers decision making

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leader-member relations

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feelings and attitudes of followers regarding acceptance, trust, and credibility of the leader

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leadership

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process of influence whereby the leader influence others toward goal achievement

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maintenance or hygiene factors (herzberg)

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elements such as salary, job security, working conditions, status, quality or supervision, and relationships with others that prevent job disssatisfaction

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managements

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process of coordination of actions and allocating resources to achieve organizational goals

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management process

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function of planning, organizing, coordination, and controlling

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motivation factors (Herzberg)

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elements such as achievement, recognition, responsibility, advancement, and the opportunity for development that all contribute to job satisfaction

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position power

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degree of formal authority and influence associated with the leader

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substitutes for leadership

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variables that may influence or have an effect on followers to the same extent as the leader's behavior

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task structure

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involves the degree that work is defined, with specific procedure, explicit directions and goals

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taxonomy

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system that orders principles into a grouping or classification

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theory X

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view that in bureaucratic organizations, employees prefer security, direction, and minimal responsibility:coercion, threats, or punishment are necessary because people do not like the work to be done

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theory Y

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view that in the context of the right conditions, people enjoy their workm they can show self-control and discipline, are able to contribute creatively and are motivated by ties to the group etc

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theory Z

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view of collective decision making and a focus on long-term employment that involves slower promotions and less direct supervision

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transformational leader

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leader who is committed to a vision that empowers others

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transactional leader

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the traditional manager concerned with day-to-day operations

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cost shifting

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process of assigning financial charges from one cost center to another cost center

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outcome

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a component of health care that refers to the results of good care delivery achieved by using quality structures and quality processes and includes the achievemnt of outcomes such as patient satiscation

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primary care

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emphasizes 7 important features: cae that is continues, comprehensive, coordinated, community oriented, family centered, culturally competent and begun at first contact with the patient

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process

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set of causes and conditions that repeatedly come together in a series of steps to transfer inputs into outcomes

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structure

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the component of health care that includes resources or structures needed to deliver quality health care

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absenteeism

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the rate of employee absences from work

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external forces

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influences originating outside the organization, for example, the labor force and the economy

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gap

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the space between where the organization is and where it wants to be

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gap analysis

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an assessment of the differences between the expected magnet requirements and the organization's current performance on those requirements

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Hawthorne effect

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term coined to reflect the findings of a research study that demonstrated that a change in employee behavior occurs as a result of being observed

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high quality-of-work-life organizations

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an organization that operates in a way that brings out the best in people and produces sustainable high performance over time

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intellectual capital

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an individual's knowledge, skills, and abilities that have value and portability in a knowledge economy

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job satisfaction

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how organizational members feel about their job

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knowledge workers

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health care professionals who are well educated and technologically savvy and see themselves as owning their intellectual capital

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magnet hospitals

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high-quality health care organizations that have meet the rigorous nursing excellence requirements as determiented by the American Nurses Credentialing Center (ANCC) and that are a supportive and collegial practice setting thatat incorporates principles or organizational behavior to achieve positive individual, group, and organizational outcomes

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nursing-sensitive indicators

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measures that reflect the outcome of nursing action

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open systems

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entities that must interact with the environment to survive

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organization

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a coordinated and deliberately structure social entity consisting of two or more individuals functioning on a relatively continuous basis to achieve a predetermined set of goals

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organizational behavior

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the study of human behavior in organizations

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organizational commitment

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how committed or loyal employees feel to the goals of the organization

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organizational effectiveness

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an organizations sustainable high performance in accomplishing its mission and objectives

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productivity

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quantity and quality of output an employee generates for an organization

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stakeholders

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people or group with an interest in the performance of the organization, for example, customer, competitors, suppliers, government, and regulatory agencies

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turnover

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number of employees who resigned divided by the total number of employees during the same time period

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altruism

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the unselfish concern for the welfare of others

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break-even-point

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when income and expenses become equal

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budget

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a plan that provides formal quantitative expression for acquiring and distributing funds over the ensuing time period(usually 1 yr)

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direct cost

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cost that is directly related to patient care within a manger's unit

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economics

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the study of how scarce resources are allocated among possible uses in order to make appropriate choices among the increasingly scarce resources of the future

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egoism

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the tendency to be self-centered or to consider only oneself and one's own needs

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enterprise

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an organization of any size established as a business venture

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ethics

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the doctrine that the general welfare of society is the proper goal of an individual's actions rather than egoism; branch of philosophy that concerns the distinction between right from wrong on the basis of a body of knowledge, not just on the basis of opinions

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failure to rescue

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the clinician's inability to save a patient's life

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fixed costs

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expenses that are constant and are not related to productivity or volume

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indirect cost

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cost that is not explicitly related to care within a manger's unit but is necessary to support care (electricity, heat, air-conditioning, etc.)

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margin

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profit

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patient classification system (PCS)

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system for distinguishing among different patients based on their acuity, functional ability, or resource needs

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payer

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3rd party reimburser (insurance company or government)

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preferred provider organizations (PPO)

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consists of a hospital and a number of practitioner providers. the PPO contracts with health care providers and payers to provide health care services to a defined population for predetermined fixed fees

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re engineering

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tweaking the existing health care structure and processes

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relative value unit (RVU)

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an index number assigned to various health care services based on the relative amount of resources used to produce the service

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stakeholder

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provider, employer, customer, patient, or prayer who may have an interest in, and seek to influence, the decisions and actions of an organizations

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variable costs

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costs that vary with volume and will increase or decrease depending on the number of patients

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evidence-based care

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recognized by nursing, medicine, health care institutions, and health policy makers as care based on sate-of-the-art science reports. It is a process approach to collecting, reviewing, interpreting, critiquing, and evaluating research and other relevant literature for direct application to patient care

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evidence-based medicine (EBM)

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the conscientious, explicit, and judicious use of current best evidence in making decisions about the care of individual patient. The practice means integrating individual clinical expertise with the best available external clinical evidence from systematic research