Nursing Leadership and Management Final Exam Study Guide, Exams of Leadership and Team Management

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Nursing Leadership/Management Final Exam

Study Guide

1. Steps in quality control. The criterion or standard is pre-determined. Information is collected to determine whether the standard has been met. Educational or corrective action is taken if the criterion has not been met.
2. Components of a quality control program to be effective A belief in the importance of quality control must be integrated through all levels of the organizational hierarchy
3. Actions as a manager to stimulate staff nurses’ involvement in quality control research on your unit. Provide staff with paid release time for research activities.
4. Qualitative measurements of quality control for marketing. Patient surveys of general satisfaction
5. Conflict resolution techniques used by nurse leaders. Avoiding, Accommodating, Competing, Compromising
6. Principles of negotiation. Begin with a high but realistic expectation.
7. Be able to apply principles of negotiation to a scenario.
8. Goals of negotiation. That both parties perceive that they have won something they value.
9. Principles used by nurse leaders in completing annual performance appraisal. Base the appraisal on a standard to which all are held accountable.
10. What will increase positive outcomes in a performance appraisal? The employee provides input into developing the performance standards.
11. What does The Joint Commission advocate regarding employee performance appraisals? They be based on employee job description.
12. Best approach for planning a performance appraisal of an employee with a number of performance deficiencies. Recognize the employee’s strengths, focus on one or two key deficiencies, and create a long- term coaching plan.
13. Difference between constructive and destructive discipline. Constructive discipline uses discipline as a means of helping the employee grow. It is

not used as a punitive measure. Destructive discipline focuses more on punishment.

14. Be able to identify actions that a nurse leader would take in a scenario with a subordinate whose actions warrant disciplinary action. Phone calls? - Provide a verbal warning that includes the rules related to personal telephone calls
15. Responses demonstrated by an employee who is confronted by the manager regarding suspected chemical impairment. Impairment should result in an immediate intervention by the manager The employee initial response is emphatic denial and defensiveness
16. Review reentry of chemically impaired employee into the workplace. It often includes an employer requirement that the employee agree to random urine screening on request by the employer.
17. Causes of under delegation False assumption that delegation may be interpreted as a lack of ability on his ir her part to do the job correctly or completely. A NEED FOR PERFECTIONISM
18. What are considerations involved in identifying an appropriate person to whom to delegate? The qualifications of the person regarding the task
19. Steps a manger could take if a subordinate is having difficulty carrying out a delegated task? Be available to the employee as a role model and resource for the task.
20. Be able to apply principles of delegation in a scenario.
21. Principles of delegating to UAP (unlicensed assistive personnel, pg 474). -ADLS: Grooming, bathing, dressing, toileting, ambulating, feeding (without swallowing precautions!!!), positioning, bed making -Specimen collection -I&O -VS on STABLE pts -Assemble pt med records -Maintain safety -Recognize situations to report to immediate superior -Transporting -Feeding -CAN NOT DO DRESSING CHANGES
22. Description of advocacy.

Informing others of their rights and making certain they have sufficient information to make decisions.

23. Be able to apply principles of advocacy to a situation.
24. Review the MORAL model related to problem solving. MORAL is a decision-making model that is useful in clarifying ethical problems, and it requires the identification and analysis of multiple alternatives for action.
25. Review the American Nurses Association Code of Ethics and Interpretive Statements. Functions as a guide to the highest standards of ethical practice for nurses Outlines the important general values, duties, and responsibilities that flow from the specific role of being a nurse in order to achieve and main the highest standard.
26. Know the moral principle governing autonomy. The moral principle of autonomy governs a person’s right to make his or her own decision
27. Review confidentiality as related to patient’s right to self-determination. Confidentiality is a foundation of both medical and nursing ethics, and it respects the client’s right to self determination
28. Who defines the legal boundaries of nursing in a state? The Nurse Practice Act
29. How is it determined that a nurse acted with reasonable care in a legal situation? The testimony of other nurses in the same specialty as the defendant may be used to prove breach of duty.
30. Nurse’s legal consequences for carrying out a doctor’s order that could result in harm. The nurse can be held legally liable for any harm if the order is carried out without question.
31. What is your responsibility if you discover an error made on a previous shift? Document the incident per hospital policy
32. Review personal responsibility for career management. Developing a career plan is a personal responsibility for career management
33. Review types of transfers in Ch. 25. Lateral transfer- One staff person moving to another unit, to a position with a similar scope of responsibilities. Downward transfer- occurs when someone takes a position within the organization that is blow his or her previous level.
34. What factors could lead nurses to become disengaged in their careers?

Research has shown that boredom and job indifference leading to disengagement increase with time on the same job.

35. Review organizational chart and how relationships are depicted. Dotted or broken lines on the organization chart represent staff positions.
36. Review principles of assertive communication.

• observe/analyze message of others
• Analyze when you are assertive or not in situations
• Describe problem
• State the problem
• Propose solutions
• Confirm understanding
• reflect on own assertiveness

37. Sequencing of the management process as presented in your leadership textbook. Planning, Organizing, Staffing, Directing and Controlling
38. How do leaders build a cooperative and effective team?
39. Where would the functions and priorities of an organization be communicated? The organizations mission statement
40. What best describes a powerful image of a team leader? “We have a great deal to accomplish today, but I am confident that, by working together, we can do it and do it well.” EMPOWERMENT of staff
41. Review steps in time management. planning time prioritization reprioritization
42. What is necessary for organization and increased productivity on a nursing unit? Organizational Restructure A Well- thought- out plan
43. In developing a class to prepare nurses to function in a new unit, what steps would the nurse educator take? Identifying the knowledge or skill needed.
44. Realistic goals for a manager with regard to staffing and scheduling. Ensuring that there is adequate staff to meet the needs of each patient.
45. How do managers maintain adequate staff in an organization? Use knowledge of turnover rates on their units for planning and hiring.

46. What does research show is primary factor related to finding joy in the workplace? Job satisfaction levels can be correlated with the degree of control subordinates perceive they have over their work life. Employees value trusting and helpful managers who lets them know their uniqueness is understood (forming respectful relationships)
47. How would a manager reduce the incidence of sexual harassment in the workplace? By actively pursuing an investigation of all complaints
48. Responsibilities of the unit manager in fiscal planning. The goal of the manager is to stay within a staffing budget and meet the needs of patients and staff.
49. Principles of decision making. goals that are specific, measurable, attainable, realistic, and timely.
50. Management functions in planned change. -Organizational skills -Planning skills -Ongoing evaluation of organization goals -Changes implemented based on evaluation organization needs -Appropriate use fiscal and Human Resources -Be visionary and flexible in adapting to change
51. Review PPO’s, HMO’s & DRG’s. HMO Characteristics -organized system of healthcare delivery to a geographic area -established set of basic & supplemental health maintenance & treatment services -voluntarily enrolled members -predetermined, fixed & periodic prepayments enrollees PPO Characteristics -virtual rather than physical entity -decentralized -flexibility of choice for members -negotiated fees (may include discounts) -financial incentives to induce members to choose preferred option -no prepaid capitation (retains aspects of FFS) -not subjects to regulatory requirements of HMOs -limited financial risk for providers
52. Strategies for promoting Evidence-Based Decision Making in establishing clinical best practices (Ch. 16)
53. Create Awareness and interest
54. Build knowledge and Commitment
55. Promote action and adoption
56. Pursue integration and Sustained use