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Test Bank for Leadership Roles and Management Functions in Nursing 11th Edition by Carol, Exams of Nursing

Test Bank for Leadership Roles and Management Functions in Nursing 11th Edition by Carol J Huston Advocacy - ANSWER -Helping others Self Actualize -protecting and defending in what one believes in for both self and others -Nurses may act as advocates by helping others make informed decisions, by acting as an intermediary in the environment, or by directly intervening on behalf of others.

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Download Test Bank for Leadership Roles and Management Functions in Nursing 11th Edition by Carol and more Exams Nursing in PDF only on Docsity! Test Bank for Leadership Roles and Management Functions in Nursing 11th Edition by Carol J Huston Advocacy - ANSWER -Helping others Self Actualize -protecting and defending in what one believes in for both self and others -Nurses may act as advocates by helping others make informed decisions, by acting as an intermediary in the environment, or by directly intervening on behalf of others. Leadership roles - ANSWER 1. Creates a climate where advocacy and its associated risk taking are valued. 2. Seeks fairness and justice for individuals who are unable to advocate for themselves. 3. Seeks to strengthen patient and subordinate support systems to encourage autonomous, well- informed decision making. 4. Influences others by providing information necessary to empower them to act autonomously. 5. Assertively advocates on behalf of patients and subordinates when an intermediary is necessary. 6. Participates in professional nursing organizations and other groups that seek to advance the profession of nursing. 7. Role models proactive involvement in health-care policy through both formal and informal interac- tions with the media and legislative representatives. 8. Works to establish the creation of a national, legally binding Bill of Rights for Patients. 9. Speaks up when appropriate to advocate for health-care practices necessary for safety and qual- ity improvement. 10. Advocates for social justice in addition to individual patient advocacy. 11. Appropriately differentiates between controlling patient choices (domination and dependence) and in assisting patient choices (allowing freedom). Nursing values Central to Advocacy - ANSWER emphasize caring, autonomy, respect, and empowerment. Patient Advocacy - ANSWER take appropriate action regarding instances of illegal, unethical, and inappropriate behavior that can endanger or jeopardize the best interests of the health-care consumer or situation; speak up when appropriate to question health-care practice when necessary for safety and quality improvement; and advocate for equitable health-care consumer care. Consumer Bill of rights and responsibility - ANSWER key goals: (1) to help patients feel more confident in the US healthcare system, (2) to stress the importance of a strong relationship between patients and their health-care providers, and (3) to stress the key role patients play in staying healthy by laying out rights and responsibilities for all patients and health- care providers Affordable Healthcare act and Patient advocacy - ANSWER - elimination of annual and lifetime coverage limits; provide for choice of physician from a plan's network; allow children to get health insurance in spite of existing medical conditions; allow children to stay on a parent's policy until age 26 if they meet and dependence) and in assisting patient choices (allowing freedom). -Nurses may act as advocates by helping others make informed decisions, by acting as an intermediary in the environment, or by directly intervening on behalf of others. Bolded lines chapter 13 - ANSWER -Having power gives one the potential to change the attitudes and behaviors of individual people and groups. -Today, gender differences regarding power are fading, and the corporate world is beginning to look at new ways for all leaders, regardless of gender, to obtain and handle power. -Power is likely to bring more power in an ascending cycle, whereas powerlessness will only generate more powerlessness. -Individuals may be born average, but staying average is a choice. -Empowerment creates and sustains a work environment that speaks to values, such as facilitating the employee's choice to invest in and own personal actions and behaviors that result in positive contributions to the organization's mission. -Changing nurse's view of both power and politics is perhaps the most significant key to proactive rather than reactive participation in policy setting. -Although power is a universally available resource, it does not have a finite quality and can be lost as well as gained. Power - ANSWER enables one to accomplish goals. -the capacity to act or strength to accomplish something Authority - ANSWER -The right to command -accompanies any management role and is a legitimate source of power Gender and Power - ANSWER -in a relationship-few couples attain this ideal with most power imbalances being related to gender. power typically does not come from outright acts of domination but from an unacknowledged preeminence of men's priorities, needs, and desires in ways that seem ordinary or natural. In addition, women often contribute to this power imbalance by being far more accommodating and submissive than their male partners. Power vs Powerlessness - ANSWER -the leader who is lacking power in the life/job is often creates ineffective and petty management style. They may also become oppressvie and rigid in decision making. -power has a negative and a positive face. The negative face of power is the "I win, you lose" aspect of dominance versus submission. The positive face of power occurs when someone exerts influence on behalf of—rather than over—someone or something. Reward Power - ANSWER ability to reward others or grant favors with whatever they want Coercive Power - ANSWER opposite of reward power, based on fear of punishment through implied threats, transfer, layoff, demotion, or dismissal Legitimate Power - ANSWER authority or position power, power gained by title or position Expert Power - ANSWER gained through knowledge, expertise, or experience -Having critical knowledge allows a manager to gain power over others who need that knowledge. This type of power is limited to a specialized area. Referrent Power - ANSWER power that a person has because others identify with that leader or with what that leader symbolizes. Referent power also occurs when one gives another person, feelings of personal acceptance or approval. It may be obtained through association with the powerful. People may also develop referent power because others perceive them as powerful. This perception could be based on personal charisma, the way the leader talks or acts, the organizations to which he or she belongs, or the people with whom he or she associates. Authority Power Gap - ANSWER --Why do workers sometimes not follow orders -use experts -seek counsel -be flexible -empower others The politics of power - ANSWER -requires clear decision making, assertiveness, accountability, and the willingness to express one's own views. It also requires being proactive rather than reactive and demands decisiveness. The following political strategies will help the novice manager to negate the negative effects of organizational politics: -become an expert handler of communication -be a proactive decision maker -be sensitive to timing -promote subordinate identification -view personal and unit goals in terms of the organization -leave your ego at home BOlded lines ch 21 - ANSWER -Conflict is neither good nor bad, and it can produce growth or destruction, depending on how it is managed. -Some level of conflict in an organization appears desirable, although the optimum level for a specific person or unit at a given time is difficult to determine. -Violence and workplace aggression are increasingly being recognized as epidemic in the health-care workplace. -the optimal goal in resolving a conflict is creating a win-win solution for all involved. -Although conflict is a pervasive force in health-care organizations, only a small percentage of time is spent in true collaboration. -The very least for which a person will settle is often referred to as the bottom line. -Managers who protest too strongly that they do not have a hidden agenda appear defensive and vulnerable. -Negotiation is psychological and verbal. The effective negotiator always appears calm and self-assured. Conflict - ANSWER -generally defined as the internal or external discord that results from differences in ideas, values, or feelings between two or more people. -conflict should be neither avoided nor encouraged but managed. -The leader's role is to create a work environment where conflict may be used as a conduit for growth, innovation, and productivity. -Too little conflict results in organizational stasis -too much conflict results in reduced organizational effectiveness with eventual immobilization of employees -Destructive negotiation tactics are never a part of collaborative conflict resolution. Leadershp Roles with Conflict - ANSWER 1. Is self-aware and conscientiously works to resolve intrapersonal conflict. 2. Addresses conflict as soon as it is perceived and before it becomes felt or manifest. 3. Immediately confronts and intervenes when incivility, bullying, and mobbing occur. 4. Seeks a win-win solution to conflict whenever feasible. 5. Lessens the perceptual differences that exist between conflicting parties and broadens the parties' understanding about the problems. 6. Assists subordinates in identifying alternative conflict resolutions. 7. Recognizes and accepts individual differences in team members. 8. Uses assertive communication skills to increase persuasiveness and foster open communication. 9. Role models honest and collaborative negotiation efforts. 10. Encourages consensus building when group support is needed to resolve conflicts. Intergroup conflict - ANSWER -occurs between two or more groups of people, departments, and organizations. intrapersonal conflict - ANSWER -occurs within the person -involves an internal struggle to clarify contradictory values or wants. -Being self-aware and conscientiously working to resolve intrapersonal conflict as soon as it is first felt is essential to the leader's physical and mental health. Interpersonal Conflict - ANSWER -between two or more people with differing values, goals, and beliefs and may be closely linked with bullying, incivility, and mobbing. avoiding - ANSWER -the parties involved are aware of a conflict but choose not to acknowledge it or attempt to resolve it. -may be indicated in trivial disagreements, when the cost of dealing with the conflict exceeds the benefits of solving it, when the problem should be solved by people other than you, when one party is more powerful than the other, or when the problem will solve itself. Collaborating - ANSWER -an assertive and cooperative means of conflict resolution that results in a win-win solution. In collaboration, all parties set aside their original goals and work together to establish a supraordinate or priority common goal. -Collaboration enhances a person's participation in decision making to accomplish mutual goals and therefore is the best method to resolve conflict to achieve long-term benefits. Common causes of conflict - ANSWER -Poor communication - Inadequately defined organizational structure -Individual behavior (incompatibilities or disagreements based on differences of temperament or attitudes) -Unclear expectations -Individual or group conflicts of interest -Operational or staffing changes -Diversity in gender, culture, or age Strategies for Conflict resolution - ANSWER -confrontation -third part consultation -behavior change -responsibility charting -structure change -soothing one party- used in crisis used in an emergency negotiation - ANSWER -each party gives up something, and the emphasis is on accommodating differences between the parties. -goal of effective negotiation is to make the other party feel satisfied with the outcome. -If managers wish to succeed in important negotiations for unit resources, they must (a) be adequately prepared, (b) be able to use appropriate negotiation strategies, and (c) apply appropriate closure and follow-up. Prior to negotiation - ANSWER 1. Be prepared mentally by having done your homework. 2. Determine the incentives of the person you will be negotiating with. 3. Determine your starting point, trade-offs, and bottom line. 4. Look for hidden agendas, both your own and the parties with whom you are negotiating. Hidden agenda - ANSWER -covert intention of negotiation During negotiation - ANSWER 1. Maintain composure. 2. Ask for what you want assertively. 3. Role model good communication skills (speaking and listening), assertiveness, and flexibility. 4. Be patient and take a break if either party becomes angry or tired during the negotiation. 5. Avoid using destructive negotiation techniques, but be prepared to counter them if they are used against you. After negotiation - ANSWER 1. Restate what has been agreed upon, both verbally and in writing. 2. Recognize and thank all participants for their contributions to a successful negotiation. destructive negotiation tactics - ANSWER -ridicule -inappropriate questioning -flattery -helplessness -taking over alternative resolutions - ANSWER mediation due process hearings consensus - ANSWER -negotiating parties reach an agreement that all parties can support, even if it does not represent everyone's first priorities. Consensus decision making does not provide complete satisfaction for everyone involved in the negotiation as an initially unanimous decision would, but it does indicate willingness by all parties to accept the agreed- upon conditions. 8. Role models the use of social networking principles that promote collaboration, shared deci- sion making, and evidence- based practice, while protecting patient rights and confidentiality. 9. Seeks a balance between technological communication options and the need for human touch, caring, and one-on-one, face-to-face interaction. 10. Maximizes group functioning by keeping group members on course, encouraging the shy, controlling the garrulous, and protecting the weak. management functionsAssociated with Organizational, Interpersonal, and Group Communication - ANSWER 1. Understands and appropriately uses the organization's formal communication network. 2. Determines the appropriate communication mode or combination of modes for optimal distribu- tion of information in the organizational hierarchy. 3. Prepares written communications that are clear and uses language that is appropriate for the message and the receiver. 4. Consults with other departments or disciplines in coordinating overlapping roles and group efforts. 5. Differentiates between "information" and "communication" and appropriately assesses the need for subordinates to have both. 6. Prioritizes and protects client and subordinate confidentiality. 7. Ensures that staff and self are trained to appropriately and fully utilize technological communication tools. 8. Establishes a technology-enabled communication infrastructure that leverages the benefits of social media while minimizing the risks. 9. Uses knowledge of group dynamics for attaining goals and maximizing organizational communication. communication - ANSWER -"the exchange of thoughts, messages, or information, by speech, signals, writing, or behavior." -can be verbal or nonverbal Internal climate - ANSWER Includes internal factors such as the values, feelings, temperament, and stress levels of the sender and the receiver External climate - ANSWER Includes external factors such as the weather, temperature, timing, status, power, authority, and the organizational climate itself Variables in communication - ANSWER gender, status, power Organizational Communication Strategies - ANSWER - Leader-management assess the organizational communication -Leader-managers must understand the organization's structure and recognize who will be affected by decisions. -Commuication is not a one-way channel -Communication must be clear, simple, and precise -Senders should seek feedback regarding whether their communication was accurately received. -Multiple communication methods should be used, when possible, if a message is important. -Managers should not overwhelm subordinates with unnecessary information. Information Channels of communication - ANSWER upward-manager to superior downward- manager to subordinates horizontal- manager to manager diagonal- manager to anothers subordinates grapevine Communication modes - ANSWER written-memos, reports, emails, texting face-to-face- oral comunication telephone communication nonverbal communication Elements of nonverbal communication - ANSWER -space, environment, appearance, eye contact, posture, gestures, facial expressions, vocal expressions Assertive communication - ANSWER reduces stress, improves productivity, and contributes to a healthy workforce -a way of communicating that allows people to express themselves in direct, honest, and appropriate ways that do not infringe on another person's rights. right data that can improve patient outcomes); the implementation of electronic information exchange; consumer e-health; and workforce training Group communication strategies - ANSWER Forming- meeting each other and forming relationships Storming-where there is much competition and attempts at the establishment of individual identities Norming-est rules and design work Performing-completion Group task roles - ANSWER 1. Initiator. Contributor who proposes or suggests group goals or redefines the problem. There may be more than one initiator during the group's lifetime. 2. Information seeker. Searches for a factual basis for the group's work. 3. Information giver. Offers an opinion of what the group's view of pertinent values should be. 4. Opinion seeker. Seeks opinions that clarify or reflect the value of other members' suggestions. 5. Elaborator. Gives examples or extends meanings of suggestions given and how they could work. 6. Coordinator. Clarifies and coordinates ideas, suggestions, and activities of the group. 7. Orienter. Summarizes decisions and actions, identifies and questions departures from predetermined goals. 8. Evaluator. Questions group accomplishments and compares them with a standard. 9. Energizer. Stimulates and prods the group to act and raises the level of its actions. 10. Procedural technician. Facilitates group action by arranging the environment. 11. Recorder. Records the group's activities and accomplishments. controlling phase of management - ANSWER performance is measured against predetermined standards; action is taken to correct discrepancies between these standards and actual performance quality control - ANSWER activities that are used to evaluate, monitor, regulate certain components hallmarks of effective quality control programs - ANSWER 1. support from top-level administration 2. commitment of resources 3. quality goals look for excellence rather than minimums 4. process is ongoing health care quality - ANSWER degree to which health services for individuals and populations increase the likelihood of desired health outcomes quality control process - ANSWER 1. establish control 2. gather info relevant to criteria 3. determine ways to collect info 4. collect and analyze info 5. compare collected data 6. make judgement about quality 7. provide info, take corrective action 8. re-evaluate standard - ANSWER predetermined level of excellence that serves as a guide for practice; baseline standards for practice - ANSWER define the scope and dimensions of professional nursing American Nurses Association - ANSWER develops professional standards scope and standards of practice - ANSWER provides foundation for all RN's in practice organizational standards - ANSWER outline levels of acceptable practice within the institution standardized clinical guidelines, CPG's - ANSWER provide diagnosis-based, step-by-step interventions for providers to follow in an effort to promote high-quality care while controlling resource utilization and costs process audits are used to measure... - ANSWER ...the process of care or how the care was carried out and assume that a relationship exists between the process used by the nurse and the quality of care provided quality assurance models seek to... - ANSWER ...ensure that quality currently exists, whereas QI models assume that the process is ongoing and quality can always be improved TOM is based on the premise that the individual is the focal element on which production and service depend and that... - ANSWER ...the quest for quality is an ongoing process patient satisfaction often has little to do with whether a... - ANSWER ...patient's health improved during a hospital stay critics of the PPS argue that although DRGs may have helped to contain rising health care costs... - ANSWER ...the associate rapid declines in length of hospital stay and services provided have results in declines in quality of care ignoring the problem of medical errors, denying their existence, or blaming the individuals involved... - ANSWER ...does nothing to eliminate the underlying problems the safety record in health care is a far cry from the enviable record of the... - ANSWER ...similarily complex aviation industry decision making - ANSWER complex, cognitive process often defined as choosing a particular course of action; selecting a logical choice from the available options problem solving - ANSWER systematic process that focuses on analyzing a difficult situation critical thinking - ANSWER "reflective thinking"; evaluation, broader scope than decision making and problem solving clinical reasoning - ANSWER integrate and apply different types of knowledge to weigh evidence, think about arguments and reflect upon the process used to arrive at a dianosis components of critical thinking - ANSWER 1. insight 2. intuition 3. empathy 4. willingness to take action case studies - ANSWER stories that impart learning; interactive learning experience simulation - ANSWER opportunities to learn with little or no risk to patients problem based learning, PBL - ANSWER opportunity to address and learn from authentic problems; small group setting; analyze real-world problems marquis-huston model - ANSWER didactic theory, problem solving, personalized learning, group process heuristics - ANSWER discrete, often unconscious process to problem solve more quickly; "trial and error" and "rule of thumb" a structured approach to problem solving and decision making increase... - ANSWER clinical reasoning traditional problem solving process - ANSWER 1. identify prob 2. gather data 3. explore alternatives 4. evaluate alternatives 5. select solution 6. implement solution 7. evaluate results managerial decision making model - ANSWER 1. determine desired outcome 2. research options 3. compare and contrast consequences 4. make a decision qualities of a successful decision maker - ANSWER 1. courage 2. sensitivity 3. energy 4. creativity the ability of the powerful to influence decision making in an organization often requires... - ANSWER ...adopting a private personality and an organizational personality economic man - ANSWER 1. rational 2. complete knowledge of a problem 3. complete list of possibilities 4. selects decision that will maximize utility administrative man - ANSWER 1. decisions are "good enough" 2. knowledge is fragmented 3. impossible to predict accuracy 4. chooses from among few alternatives 5. final choice is satisfactory most management decisions are made by... - ANSWER ...using the administrative man model of decision making decision grid - ANSWER allows one to visually examine the alternatives and compare each against the same criteria many of the pitfalls associated with management decision- making tools can be reduced by choosing... - ANSWER ...the correct decision-making style and involving others when appropriate motivation - ANSWER force within the individual that influences or directs behavior, to satisfy unmet needs intrinsic motivation - ANSWER comes from within the person; often influenced by family and cultural values extrinsic motivation - ANSWER comes from outside the individual; rewards are given to encourage certain behaviors and levels of achievement abraham maslow - ANSWER believed people are motivated to satisfy certain needs ranging from basic survival to complex psychological needs; only progress to higher needs once lower needs are met b.f. skinner - ANSWER operant conditioning and behavior modification; people can be conditioned to behave certain ways by reward and punishment/unrewarded maslow's hierarchy of needs - ANSWER 1. basic needs 2. security 3. social/love 4. esteem 5. self-actualization frederick herzberg - ANSWER employees can be motivated by the work itself; internal and personal need to meet goals hygiene factors - ANSWER salary supervision job security positive working conditions personal life interpersonal relationship and peers company policy status motivators - ANSWER achievement recognition work responsibility advancement possibility for growth motivation-hygiene theory OR two-factor theory - ANSWER herzberg; job satisfiers are present in work itself; hygiene/maintenance factors keep people from being dissatisfied victor vroom's expectancy model - ANSWER motivation based on social values EX: reward motivating factor because motivation is so complex, the leader faces tremendous challenges in accurately identifying... - ANSWER ...individual and collective motivators because of maslow's work, managers began to realize that people are complex beings, and rather than just being motivated by economics... - ANSWER ...there are many needs motivating them at any one time the challenge of "Stretching" is to energize people to... - ANSWER ...enjoy the beauty of pushing themselves beyond what they think they can do theory Y is not a better management style than theory X; the style which is best depends on the variables... - ANSWER ...inherent in a given situation organizations must be cognizant of the need to offer incentives at a level where employees value them. this requires... - ANSWER ...that the organization and it's managers understand employee's collective values and devise a reward system that is consistent with that value system the peter principle suggests... - ANSWER ...that individuals often rise to the level of their incompetence the attitude and energy level of managers directly affect the ... - ANSWER ...attitude and productivity of their employee Planned change - ANSWER well-thought out, deliberate effort to make something happen Change agent - ANSWER person skilled in theory and implementation of change, this factor will often determine success of change. EX: manager, representatives for share holders "Outside" change agent - ANSWER is typically viewed as an outsider, but tends to be more objective. EX: the company that comes in to do lay-offs in the movie Office Space "what would you say, you do here?" Kurt Lewin - ANSWER developed three-stage process through which the change agent must proceed so proposed change becomes part of the system: unfreezing, movement, refreezing Unfreezing - ANSWER occurs when change agent convinces of the group to change OR guilt, anxiety, or concern can be elicited EX: people become aware change is necessary, must know extent to which people want to change and must maintain stability elsewhere because employees need balance between change and stability Movement - ANSWER change agent identifies, plans and implements appropriate strategies ensuring that driving forces exceed restraining forces. overcoming resistance here may be tough Refreezing - ANSWER change agent assists to stabilize the system change so it becomes integrated into the status quo, agent must be supportive of the efforts made by people affected, can take 3-6 months what the change agent does in unfreezing - ANSWER 1. obtain data 2. find problem 3. is change necessary? 4. make others aware of the need for change what the change agent does in movement - ANSWER 1. plan 2. set goals 3. identify areas of support and resistance 4. include everyone who is affected 5. set target date 6. develop appropriate strategies 7. implement change 8. be available for support 9. use strategies to overcome resistance 10. evaluate the change 11. modify if needed what the change agent does in refreezing - ANSWER 1. support others so that change continues 4. value differences should be observed rather than going with the concensus chaos theory - ANSWER tiny changes can have dramatic effects; must find order in what appears to be random data complexity science - ANSWER suggests world is complex as are the individuals who operate within it butterfly effect - ANSWER small changes in conditions can drastically alter a system's long-term behavior today, most health-care organizations find themselves undergoing... - ANSWER ...continual change directed at organizational restructuring, quality improvement, and employee retention change should be... - ANSWER ...implemented only for good reasons change agents must be patient and open to new opportunities during... - ANSWER ...refreezing, as complex change takes time and several different attempts may be needed before desired outcomes are acheived the forces that push the system toward change are... - ANSWER ...driving forces, whereas the forces that pull the system away from change are called restraining forces because change disrupts the homeostasis or balance of the group... - ANSWER ...resistance should always be expected whenever possible, all those who may be affected by change should be... - ANSWER ...involved in planing for that change it is critical that managers not view change as a ... - ANSWER ...threat as healthcare organizations continue to change and develop to meet new political agendas... - ANSWER ...meeting the needs of patients and assoicated improvements to service will be shaped by those who are willing to take ideas forward CAS theory suggests that the relationship between elements and agents within any system is nonlinear and that these elements... - ANSWER are constantly in play to change the enviroment or outcome chaos theory is really about finding the underlying order in... - ANSWER ...apparently random data delegation - ANSWER getting work done through others or as directing the performance of one or more people to accomplish a goal responsibility is shared when a task is delegated strategies for successful delegation - ANSWER plan ahead- delegate before overwhelmed identify necessary skill and education levels to complete the task select capable personnel communicate goals clearly empower the delegate set deadlines and monitor progress monitor the role and provide guidance evaluate performance reward accomplishment underdelegating - ANSWER stems from individuals assumption that delgation can be interpreted as lack of ability to do the job lack of trust in subordinates feel as if giving up control-communication is key takes time to delegate overdelegating - ANSWER burdens subordinates causes: poor managers insecure about ability to complete task improper delegating - ANSWER delegating at the wrong time wrong person wrong reason promise- earliest of the career phases usu first 10 years goals: socalization to nursing role, build knowledge, skills, abilites, credntials and education base momentum-middle years 11-29 years role model to others goal to create possibilites for career progression rather than stagnation harvest-30-40 years experience (prime) 40 years as being legacy clinicians need to be saavy and adaptable in this phase justifications for career development - ANSWER reduced employee attrition equal employment opportunity improved use of personnel improved quality of work life improved competitiveness of the organization obsolescence avoided and new skills acquired evidenced-based practice promoted career planning - ANSWER evaluating one's strengths and weaknesses, setting goals, examining career opportunities, prep for potential opportunities and using appropriate developmental activities career ladders - ANSWER structured sequence of job positions through which a person can progress in an org career coaching - ANSWER helping others to identify professional goals and career options steps to career coach - ANSWER 1. gathering data-observe behavior, academics, previous work experience 2. asking what is possible-looking for openings or trans opportunities staffing budget changes 3. conducting the coaching session- identifiy opportunities, asking about future goals management development - ANSWER planned system of training and developing people to acquire skill needed to manage people competency assessment - ANSWER focus more on skills then knowledge no national standards should be assessed during performance appraisal and to assess for career development reflective practice - ANSWER coined by Donald Schon process of assessment of one's own practice to identifity and seek learning oppurtnites to maintain competency on-boarding - ANSWER integration into staffing on the nursing unit to provide direct patient care moral indiffernces - ANSWER individual questions why morality is even necessary moral uncertainity - ANSWER individual is unsure which moral principles or values apply and may include what moral problem is moral distress - ANSWER individual knows the right thing but organizational constraints make it difficult to take the right course of action moral outrage - ANSWER individual witnesses the immoral act of another but feels powerless to stop it moral or ethical dilemma - ANSWER being forced to choose between two or more undesirable alternatives ethical frameworks - ANSWER guide individuals in solving ethical dilemmas do not solve ethical problems but do assist decision makers in clarifying personal values and beliefs professional code of ethics - ANSWER set of principles established by a profession to guide the individual practitioner guide to the highest standards of ethical practice for nurses- not legally binding ex. code of ethics via ANA strengths based leadership - ANSWER focuses on the development or empowerment of workers strengths as opposed to identifying problems see display 3.1 page 55 for the eight principles positive organizational scholarship - ANSWER successful performance that exceeds the norm and embodies an orientation toward strengths and developing collective efficacy level 5 leadership - ANSWER developed by jim collins best leaders have qualities from all 5 levels level 1:highly capable individual- makes high quality contribution to their work; possesses useful level of knowledge and talent and skills needed to do a good job level 2: contributing team member-leader uses knowledge and skills to help their team succeed; works effectively, productively and successfully with other people in their group level 3: competent manager-leader is able to organize a group effectively to achieve specific goals and objectives level 4: effective leader- leader is able to galvanize a dept or org to meet performance objectives and achieve a vision level 5: great leader-leader has all the abilities needed for the four levels plus a unique blend of humiity and will that is required for greatness servant leader - ANSWER developed by greenleaf put serving others, employees, customers and the community as priority number 1 principal agent theory - ANSWER not all followers (agents) are inherently motivated to act in the best interest of the principal (leader or employer) agents may have more expertise or knowledge advantage over leader leader must have incentives for agents to act in the interest of the leader human capital - ANSWER attributes of a person which are productive in some economic context human capital theory - ANSWER individuals or organizations will invest in education and professional development if they believe that such an investment will have a future payoff emotional intelligence mental process - ANSWER appraising and expressing emotions in the self and others regulating emotion in self and others using emotions in adaptive ways emotional literacy - ANSWER being self-aware about one's emotions and recognizing how they influence subsequent action authentic leadership - ANSWER in order to lead leaders must be true to themselves and their values and act accordingly 5 distinguishing characteristics of authentic leadership - ANSWER purpose-understand own purposes and passions as a result of ongoing self-reflection and self-awareness values-link purpose and passion by having congruence in beliefs and actions heart- care for themselves and the people they lead and their compassion is genuine relationships- building relationships and establishing connections with others not to receive rewards but rather to strengthen the human connection 2. scientific personnel system used to hire, train, promote employees based on technical competence and abilities 3.workers must be able to view how they fit into an organization how they contribute 4. managers and workers should be cooperative and interdependent work shared equally scientific managment - ANSWER created by Fredrick taylor 1900-1930 during industrial revolution era 7 activities of managment - ANSWER created by Fayol POSDCORB planning organizing staffing direction coordinating reporting budgeting has been pared down to the managment process managment process - ANSWER planning- goals, objectives, policies, procedures and rules organizing-establishing the structure to carry out plan, group activities staffing-recruiting, interviewing, hiring and orienting staff directing- HR responsibility controlling- performance appraisals, fiscal accountability, quality control, legal and ethical control the great man theory - ANSWER some people are born to lead whereas other are born to be led-Aristotelian philosophy authoritarioan leadership - ANSWER strong control over the work group motivate by coercion drectes with commands comm flows downward decision making does not involve others empahsis is on diff in status I and you criticism is punitive productivity is high creativity, self-motiviaation and autonomy are reduced democratic leadership - ANSWER less control is maintained economic and ego awards are used to motivate directed through suggestions and guidance comm flows up and down decision making involves others emphasis is on we rather than I constructive criticism promotes autonomy and growth laissez-faire leadership - ANSWER little or no control motivates by support when requested provides little or no direction uses upward and downward communication between members of the group disperses decision making throughout the group places emphasis on the group does not crtitcize law of the situation - ANSWER mary parker follett situation should determine the directives given after allowing everyone to know the problem contingency approach - ANSWER no one leadership style is ideal for every situation system - ANSWER set of objects, with relationships between the objects and between their attributes leadership exchange elements - ANSWER leader, including his or her personality, perceptions and abilities followers the situation work empowerment structures - ANSWER opportunity power proportion