NCM119-MIDTERM-STUDY-GUIDE.pdf

NCM119 Nursing Leadership and Management | Midterm Exam Study Guide 1 NURSING LEADERSHIP AND MANAGEMENT iii. Training of the worker...

NCM119 Nursing Leadership and Management | Midterm Exam Study Guide 1 NURSING LEADERSHIP AND MANAGEMENT iii. Training of the worker iv. Use of proper tools and equipment Management - process of getting things done through people v. use of incentives Leadership - process of influencing others vi. use of time and motion studies to make the work easier MANAGEMENT A process of coordinating action and allocating resources 2. Administrative principles to achieve organizational goals Henri Fayol (1841 -1945) A process of coordinating work activities so that they are developing this theory in order for an completed efficiently and effectively with or through other organization to be productive and leaders must people participate actively identifies the four functions of management Functions of Management: i. Planning 1. Decision Making - the process by which a decision maker ii. Organizing determines the available alternatives and chooses the best iii. Coordinating solution iv. controlling a. Alternatives Key aspects: b. Uncertainty i. Unity of command c. High-risk consequences ii. division of work d. Interpersonal issues iii. unity of direction e. Complexity iv. scalar chain and management functions 2. Planning - the process establishing objectives and suitable - planning, organizing, coordinating and course of action before taking action controlling a. What b. Who 3. Bureaucratic management c. Why Max Weber (1864 - 1920) - developed ideal d. Where bureaucracy e. When outlines the bureaucratic organizations need for f. How superior-subordinate relationship with clear 3. Organizing - the process of arranging an organization’s communication patterns, formal structures and structure and coordinating its managerial practices and use chain of command of resources to achieve its goals characteristics of ideal bureaucracy 4. Staffing - refers to the process of recruiting, placing, i. Clear division of labor = jobs are well- training and developing personnel defined and workers become highly 5. Communicating - transferring information from one skilled at performing them communicator to another ii. Clear hierarchy of authority = authority 6. Motivating - the act of giving employees reasons or and responsibility are well-defined, and incentives to work in order to achieve organizational each position reports to a higher level objectives. one 7. Leading - the process of directing and influencing task- iii. Formal rules and procedures = written related activities of organization members guidelines describe expected behavior 8. Controlling - the process of monitoring actual organizational and decisions and jobs; written files are activities to see that they conform the planned activities kept for historical record and correcting deviations of flows iv. Impersonality = rules and procedures are impartially and uniformly applied; no Traditional Management Theory one gets preferential treatment 1. Scientific Management v. Careers based on merit = workers are Frederick Winslow Taylor (1856-1915) - Father of selected and promoted on ability and scientific management performance; managers are career Main objective was improving economic efficiency employees of the organization especially labor productivity key aspects: He wanted to reduce the time a work spent on i. Division of labor , hierarchy of authority each task by optimizing the way the task was and chain of command done ii. impersonal management ( treat all Key aspects: employees equally) i. Machinelike focus (aligning your iii. use of merit and scale as basis for thought/goal) promotion and reward ii. Analysis of elements of an operation iv. use of rules and regulations  NCM119 Nursing Leadership and Management | Midterm Exam Study Guide 2 bureaucratic principles William Ouchi ( 1981) i. Written rules Theory Z = collective decision-making , long-term ii. hierarchy of authority employment , slower promotion and less direct iii. fair evaluation and reward supervision; humanistic style of motivation based iv. system of task relationships on japanese organization; generally make lifelong commitment to their employees and Elton Mayo (1887- 1957) expect loyalty in return , but type z organizations Hawthorne effect = lighting does not affect the set the conditions to encourage this. This product tivity but instead we're reacting to the fact promotes stability and organization and job that they are observed by the experimenters security among employees increase their productivity when they were being observed by others Abraham Maslow ( 1908- 1970) Maslow hierarchy of needs = satisfaction of each Human Relations Theory = replace later with the term level organizational behavior i. Levels from base to top ( physiological, Key aspects: safety, love or belonging, esteem, i. Human relations = Hawthorne studies self-actualization, Self-transcendence) led to the belief that human relations superior , excelling , great , magnificent between workers and managers and means that the individual's own needs are put among workers were main determinants aside to some degree in favor service to others or factors of efficiency ii. the Hawthorne effect refers to change in MANAGEMENT FOR NURSES behavior as a result of being watched or studied 1. Team Builder In order to lead and manage effectively, a nurse must 4. Motivation Theory be able to build a strong team Douglas Mcgregor (1960) = developed theory x Creates stronger bonds, share common goals and and theory y expectations i. Theory X = leaders must direct and control as motivation results from 2. Decision Maker reward and punishment; managers Choosing a particular course of action (best outcome believe that most people are at work for themselves and others) simply to obtain their paycheck and A well-informed decision avoids frustration associated must be constantly supervised with negative outomes ii. Theory Y = please remove obstacles as workers have self-control, self-discipline; 3. Communicator dairy word is their involvement and Information is power work; managers believe that people Importance of keeping the members of an organization enjoy work and want to contribute informed about issues with which they are involved regardless of the reward 4. Negotiator These skills are important in helping a team arrive decisions, support for new plan and gaining cooperation 5. Delegator The leader will recognize the wisdom and support to the team members of the health team Eager to hear new ideas from the team and letting make decisions (within the scope) 6. Mentor Provide guidance, motivation, emotional support and role modeling (new/younger) Mentoring relationship must have mutual respect, goal setting, accountability to each other and open dialogue  NCM119 Nursing Leadership and Management | Midterm Exam Study Guide 3 MANAGEMENT SKILLS Four Planning Modes 1. Reactive planning Efficiency - doing things right; organize, orderly, systematic, because there is dissatisfaction with the current optimizing situation, planning efforts are directed at returning the Effectiveness - doing the right thing; producing desired organization to a previous, more comfortable state result/goals/success 2. Proactive planning 1. Technical skills dynamic and adaptation is considered to be a key Ability to use special expertise in performing specific requirement since the environment changes so task frequently Use of tools, technique and specialized knowledge 3. Preactivism 2. Human skills Do not value experiences (pat/present), they believe Abilities to work well in cooperation with other person that the future is always preferable to the present whether they are peer, subordinates or superior Utilize technology to accelerate change and are future Motivate, lead, inspire, trust oriented 3. Conceptual skills 4. Inactivism Ability of the managers to see the organization as a They spend their energy preventing change and whole and to solve problems in ways that benefit the maintaining conformity total system When changes occur, they occur slowly and incrementally MANAGEMENT PROCESS GOALS I. PLANNING A desired result toward which effort is directed Selecting the best course of action in anticipation of future trends so that the desired result may be achieved Maybe short or long-term goals Deciding in advance what to do, who is to do it and how, when OBJECTIVES where it is to be done therefore it involves choosing among alternatives Are description of performance or activities More specific and measurable because they identify how Types of Planning and when the goal is to be accomplished 1. Strategic Planning process of determining the major goals of the organization; Characteristics Of Effective Objectives policies and strategies for obtaining and using resources to 1. Specific achieve those goals 2. Measurable 3. Attainable SWOT Analysis 4. Realistic 5. Timely Is an analytical framework that help your company face its greatest challenges and find its promising new markets The Planning Process The primary objective is to help organizations develop a full 1. Setting Goals awareness of all the factors involved in the decision Provide a sense of direction and everybody is aware of the goals Positive Negative Internal S – Strengths W – Weaknesses 2. Developing Strategies or Tactics to Reach Goals External O - Opportunities T - Threats 3. Determining Resources Needed 2. Project Planning quality and quantity of resources needed must involves a one-time effort correctly determined 3. Operational Planning 4. Determining Standards the standards of measuring performance may be set Process of determining how specific tasks can best be at the planning stage accomplished on time with available resources Is a detailed work plan for coming year 5. Review The Plan and Adjust Accordingly  NCM119 Nursing Leadership and Management | Midterm Exam Study Guide 4 II. ORGANIZING 4. Matrix Design once the plan have been completed, it is necessary to -implements functional and divisional structures simultaneously organize all resources so that the required work can be in each dept. accomplished successfully. - have multiple bosses and reporting lines, prone to confusion a management function w/c relate to the structuring of and complications. resources and activities to accomplish objectives in an efficient manner. STAFFING -refer to job assignments which includes: ORGANIZATION volume of work assigned to individual is a collection of people working together to achieve a professional skills required for particular job assignments common purpose duration of experience in a particular job category work schedules Characteristics Of Organization: 1. Coordination of Effort Effective Staffing Patterns: -working w/ coordination w/ others will produce better output. 1. Client Classification and Needs -a system of measurement for describing the nursing workload 2. Common Goal or Purpose requirements for a specific client or group of clients based on -in order to make employees work w/ proper direction. client care needs. 3. Division of Labor 2. Nurse Staffing - where the total job is divided into manageable parts -process of evaluating the quantity and quality of nursing staff patterns necessary to meet standards of care for clients and to 4. Hierarchy of Authority ensure quality client outcomes. - positions are established and linked by a chain of command 3. Client Care Outcomes Types of Organization: -process of measuring the effectiveness of care results based 1. Formal Organization on diagnosis, standard of care and staffing patterns. -is the official, legitimate and most viable part that enables people to think of organizations in logical and rational ways Steps In Staffing: -overt 1. Determine the number and types of personnel needed ELEMENTS: 2. recruit, interview, select and assign personnel based on o goals and objectives established job description and performance standards. o policies and procedures 3. Induction and orientation o job description - done after an applicant in selected and hired o financial resources INDUCTION o communication channels new employee is provided with necessary information o products and services about the company duties, responsibilities, benefits 2. Informal Organization -the unofficial and less visible part of the system ORIENTATION - covert introduced to the immediate working environment and ELEMENTS: co workers o belief and assumptions locations, rules, equipment, procedures, training plans, o perception and attitude performance expectations o values 4. Ascertain that each employee is adequately socialized to o feelings and informal leaders. organization values and norms. 5. use creative and flexible scheduling based on patient care Basic Organizational Design: needs. 1. Functional Design 6. Training and development -design basically according to function - if the newly hired employee is assessed to be lacking the necessary skills required by the job, training becomes 2. Divisional Design necessary. -all activities needed to produce a goods or services are group 7. Performance Appraisal together into independent units. -is the measurement of employee’s performance PURPOSE: 3. Hybrid Designs a. to influence in a positive manner, employee performance - is a combination of divisional units and functional departments and development b. to determine merit pay increase  NCM119 Nursing Leadership and Management | Midterm Exam Study Guide 5 c. to determine training and development needs III. DIRECTING d. to assess the promotion potential employee’s - a process of guiding, inspiring, overseeing and instructing people 8. Employment decisions towards accomplishment. - done after evaluating the performance of the employee’s. - are those activities which are designed to encourage the CAN BE: subordinates to work effectively and efficiently. monetary rewards - the heart of management process; planning, organizing, staffing promotion have got no importance if direction function does not take place. transfer demotion Characteristics 9. Separation 1. Pervasive Function VOLUNTARY TERMINATION - required at all levels of organization, each managers -occurs when an employee submits a written or verbal provides guidance and inspiration to his subordinates. notice of resignation 2. Continuous Activity INVOLUNTARY TERMINATION - continuous throughout the lifespan. -best option for an employee’s poor performance or negative behavior. 3. Human Factor -human factor is complex and behavior is unpredictable, COMPUTATION: direction function is important. Distribution of staff nurses according to different shift FORMULA: 4. Creative Activity AM- 45% -helps converting plan into performance. PM-37% NGT-18% 5. Executive Function - a subordinates receive instruction from his/her superior only. MODALITIES OF CARE MODALITIES OF CARE 6. Delegate function - nursing modalities are ways care is organized and delivered to - a managers learn to delegate responsibility to competent patients, they have to do with arranging staff members and assigning people by explaining to and motivating others to patients. accomplish the required task. 1. Team Nursing Importance Of Directing Function -involves having a head nurse supervise and coordinate a team of 1. initiates actions nurses and assigns each individual nurse to a group of patients. -starting point of the work performance; action takes place. -involve all health team. 2. integrates efforts 2. Nursing Care Management -superior are able to guide, inspire, and instruct the -assessing physical, mental and social needs then developing an subordinates to work. individual plan of care. Screening 3. means of motivation Engaging member and caregiver - to improve performance, incentives or compensation are Managing symptoms provided which serves as moral booster to subordinates. Educating and promoting self-management Collaborating 4. provides stability Assuring continuity - for long term survival in the market so that performance Coordinating care standard can be maintained Maintaining relationship 5. coping up with the changes - the role of the manager here to communicate the nature 3. Private Duty Nursing and contents of changes very clearly to the subordinates. -one nurse is responsible for the complete care of one individual patient typically in the home. 6. efficient utilization of resources - less wastage, duplication of work and overlapping 4. Functional Nursing performance helps reducing cost and increasing profits. - nurses are assigned a specific task and do only that duty. - e.g. medication nurse, IV nurse  NCM119 Nursing Leadership and Management | Midterm Exam Study Guide 6 DECISION MAKING -Delegation does not change the delegators accountability -is the conscious act of choosing from among a number of options of or responsibility for task completion courses of action. *Respondent superior - let the principal be held -is the process of defining the problem, identifying and choosing responsible alternative courses of action in a manner appropriate to the demands of the solution. 2. Delegatee -Receives direction for what to do from the delegator Decision Making Process -Has the obligation to refuse to accept the task that are 1. diagnosing the problem outside of his/her ability and job description -identifying the problem -Should have skills that relate to the work setting but the delegator is responsible for knowing the performance level 2. analyzing the environment of each delegatee -both internal and external environment; limited funds, training, market products. 3. Task -Is the delegated activity, generally should be a routine task 3. develop viable alternatives that have predictable outcomes and step by step to -provides different alternatives in solving problems; review complete the task resources and relevant information available to solve the problem 4. Situation -Familiar situation and environments enhance safety and 4. evaluate alternatives competent performance of any task - proper evaluation makes choosing the right solution less -New situation require orientation even the task is familiar difficult. Three Elements of Delegation 5. make a choice -Essential for the proper conduct and success of the - choose the solution that promises to be the most effective delegated task 6. implement decision 1. Duty - put the solution into effect; resources should be available. -Is the obligation of a subordinate to properly perform the assigned duty 7. evaluate and adapt decision result -To delegate properly, duties should be express clearly - monitor its implementation and get feedback as to its effectiveness. 2. Authority - these are mere tools to aid him. The responsibility to -When the managers are passing their responsibility to the exercise his own judgement using his own knowledge and subordinates, they also pass some of the authority to the experience is still whatever tool he uses. subordinates -Authority must be equal to responsibility DELEGATION o Assignment of responsibilities or authority to another person to 3. Obligation carry out specific activities -Delegation is made easier when subordinates express o Getting other people to perform activities to meet specific client willingness to fully accept their responsibilities and organizational goals -Subordinates know their obligations clearly and will exert effort in accomplishing the task EMPOWERMENT o Authority or power given to someone to do something Importance Of Delegation o The act of making employees accountable for their own actions 1. Effective Management o The trust given to employees empowers and motivates them in -objectives are achieved and problems are solved performing their duties 2. Employee’s Development EMPOWERMENT - to act their own behalf -Undergoes various training programs to enhance skills DELEGATION - to act on your own behalf and acquire new knowledge Four Principal Components of Delegation 3. Motivation of Employees 1. Delegator -causes an employee to pursue work task or goals -Possesses the authority to delegate by virtue of both position in the agency and state government 4. Facilities Organizational Growth -Delegator can only delegate task within his/her scope of -generates significant earnings practice  NCM119 Nursing Leadership and Management | Midterm Exam Study Guide 7 5. Basis for Management Hierarchy 2. Reward power -organization in which people or groups are ranked one - ability to give rewards to anybody who follows orders or above the other according to authority request 2 types 6. Better Coordination a. material rewards - money, cars -work together properly and well b. psychic rewards - recognition, praises 7. Reduces the Workload of Managers 3. Coercive power -can save time, more efficient and increase productivity - a person who compels another to comply with orders through threats or punishment 8. Basis for Superior-Subordinates Relationship -how they work together to achieve personal and 4. Referent power organizational goals - ability of a leader to influence a lol over because of the followers loyally, respect, friendship or desire to gain Rights Of Delegation approval 1. Right Person - result of how much others like and respect held for the -Matching the specific client care goals and activities with individual the person to entrust with the appropriate responsibilities and authority 5. Expert power - experts provide specialized information regarding their 2. Right Task specific lines of expertise -a competent individual with the authority to perform can - can participate fully and can find and implement important perform a selected nursing task and creative solutions to problems - result from the knowledge and skill that a person 3. Right Circumstances possesses -one reason to delegate is that each nurse has finite time and energy to care for clients, delegating task that do not LEADERSHIP require decision making, assessment and evaluation allows - process of influencing and supporting others to work the nurse to concentrate on complex interventions enthusiastically toward achieving objectives - the action of leading a group of people or an organization 4. Right Direction -clear, accurate, written directions convey the best direction Traits of Effective Leaders for delegation 1. personal drive -When the information is both written and verbal, chances - are those identified as willing to accept responsibility, are even greater that communication is understood possess vigor, initiative and persistence 5. Right Supervision 2. desire to lead -supervision of personnel is essential to ensure safety and - how may one lead others when he does not have that completeness of client care desire LEADING 3. personal integrity - is a management function which involves influencing others in the - honor, honest, righteousness work behaviors necessary to reach organizational goals - a person or group of persons tasked with managing a group must 4. self-confidence assume the role performed by leaders - a feeling of trust in one's abilities, qualities and judgment POWER 5. analytical ability - the ability to influence others toward goal attainment - ability to visualize, articulate and solve complex problem - includes the ability to influence another individual’s thinking and/or or a situation behavior e.g., the nurse influences the behavior of the patient/client and family 6. knowledge of the company during health teaching sessions - a leader who is well-inform will be a better position to provide directions to his unis Bases of Power 1. Administrative/Legitimate power 7. charisma - a person who occupies a higher position has legitimate - personal magnetism that motivates people to follow power over person in lower positions within the his/her directives organization  NCM119 Nursing Leadership and Management | Midterm Exam Study Guide 8 8. creativity 3. Contingency Theory - ability of the manager to find new and better ways of - there is no single way of leading and that every leadership accomplishing his work style should be based on certain situations - no leadership style is best in all situations 9. flexibility - ability to change plans to match the reality of the situation 4. Behavioral Theory - are based upon the belief that great leaders are made, Leadership Styles not born - is a leader’s style of providing direction, implementing - people can learn to become leaders through teaching and plans and motivating people observation 1. Autocratic 5. Transactional - allows managers to make decision alone without the input - when employees are successful, they are rewarded; when of others they fail, they are reprimanded or punished - possess total authority - a system of reward and punishment A – task-oriented, high productivity - the leader is mostly concern with daily operations and is - facilitates quick response not as involved with people development D – inhibits creativity and autonomy among members - promotes mistrust, fear, hostile, passive 6. Transformational - motivate and inspire people 2. Democratic/Participative - these leaders often have high ethical and moral standards - values the input of a team members and peers but the - the leader strives to empower and to motivate others final decision rest on the leader - boosts employee morale for their contribution A – promotes empowerment, facilitates communication, increased creativity and autonomy D - time-consuming, disagreements may happen a members express their viewpoints 3. Laissez-Faire - is where all the rights and power to make decision is fully given to the worker - responsibilities are assumed by group A – promotes autonomy and creativity in members D – inefficiency and low productivity - lacks direct supervision and feedback - chaos common 4. Transactional - receive certain tasks to perform and provide rewards or punishment to team members based on performance results 5. Transformational - focus on transforming others to support each other and the organization as a while - decisions are defined through collaboration, consultation and consensus among others Leadership Theories 1. Great Man Theory - assume that the capacity for leadership is inherent… that great leaders are born not made 2. Trait Theory - assume that people inherent certain qualities and traits that make them better suited to leadership