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leadership and manag
| Question | Answer |
|---|---|
| A method of comparing performance using identified quality indicators across institutions or disciplines. | Benchmarking |
| A system of prospective payment used by Medicare that pays a provider a set amount for a specific condition | Diagnosis-related group |
| Organizational health care structures that deliver a continuum of care, provide coverage for a group of individuals, and accept fixed payments for that group. | Integrated health care networks |
| Using telecommunications technology to provide medical and nursing services from afar. | Telehealth |
| A term proposed by Max Weber to define the ideal, intentionally rational, most efficient form of organization. | Bureaucracy |
| A fixed monthly fee for providing services to enrollees. | Capitation |
| The hierarchy of authority and responsibility within the organization. | Chain of command |
| The expansion of an organization into new arenas of service. | Diversification |
| Cutting the number of positions in an organization. | Downsizine |
| The tendency for people to perform as expected because of special attention. | Hawthorne Effect |
| A relational design based on the concept of connections. | Heterarchy |
| Arrangements between or among organizations that provide the same or similar services. | Horizontal Integration |
| Resources such as employees, patients, materials, money, and equipment. | Input |
| A partnership in which each partner contributes different areas of expertise, resources, or service to create a new product or service. | Joint Venture |
| The linear hierarchy of supervisory responsibility and authority | Line Authority |
| A general statement of the purpose of an organization. | Mission |
| The product of a work process. | Output |
| The mission, values, and vision of an organization. | Philosophy |
| A technique that examines the tasks within each job with the goal of combining appropriate tasks to improve efficiency. | Redesign |
| A complex and often radical approach to the organization of patient care in which new relationships and expectations are adopted. | Reengineering |
| An examination of a health care organization’s structure to improve the organization’s productivity. | Restructuring |
| An organizational paradigm based on the values of interdependence and accountability that allows nurses to make decisions in a decentralized environment. | Shared governance |
| The number of employees that can be effectively supervised by a single manager. | Span of Control |
| The advisory relationship in which responsibility for actual work is assigned to others. | Staff Authority |
| A process of long-range and ongoing planning for the future. | Strategic Planning |
| Actions by which objectives are to be achieved. | Strategies |
| The work process to produce a product. | Throughput |
| The beliefs or attitudes one has about people, ideas, objects, or actions that form a basis for behavior. | Values |
| An arrangement between or among dissimilar but related organizations to provide a continuum of services. | Vertical Integration |
| A model for identifying, coordinating, and monitoring the implementation of services needed to achieve desired patient care outcomes within a specified period of time. | Case Management |
| Tools or guidelines that direct care by identifying expected outcomes. | Critical Pathways |
| A nursing care delivery system that maximizes nursing resources by focusing on the structure of nursing roles according to education, experience, and competency. | Differentiated Practice |
| A nursing care delivery system in which the needs of patients are broken down into tasks and assigned to caregivers. | Functional Nursing |
| A leadership style that includes goal setting and maintaining high levels of performance in order to motivate employees. | Achievement-oriented Leadership |
| A leadership style that assumes individuals are motivated by external forces; therefore, the leader makes all the decisions and directs the followers' behavior. | Autocratic Leadership |
| A leadership style that assumes individuals are motivated by external forces; leader trusts neither followers nor self to make decisions and therefore relies on organizational policies and rules. | Bureaucratic Leadership |
| Leadership based on valued personal characteristics and beliefs. | Charismatic Leadership |
| A nursing care delivery system that is unit-based and consists of patient care coordinators, patient care associates, unit support assistants, administrative support personnel, and a nurse manager | Patient-centered Care |
| A nursing care delivery system in which senior and junior staff members share patient care responsibilities. | Practice Partnership |
| Statements of achievement specific to abilities within the organization. | Objectives |
| A nursing care delivery system in which one nurse is responsible and accountable for the nursing care of specific patients for the duration of their stay. | Primary Nursing |
| The most common delivery system; nursing staff are divided into teams, which are responsible for the care of a group of patients. | Team Nursing |
| The original model of nursing care delivery, in which one RN is responsible for all aspects of one or more patients' care. | Total Patient Care |
| The manager responsible for supervising nonmanagerial personnel and day-to-day activities of specific work units. | First Level Manager |
| Leadership that is exercised by an individual with legitimate authority conferred by position within the organization. | Formal Leadership |
| Leadership that is exercised by an individual who does not have a specified management role. | Informal Leadership |
| The perceived probability that performance will lead to desired outcomes. | Instrumentality |
| The perceived probability that effort will result in successful performance. | Expectancy |
| A leadership style that involves telling employees expectations, giving guidance, ensuring adherence to rules, and scheduling work efforts. | Directive Leadership |
| The process of getting the work within an organization done. | Directing |
| A leadership style that assumes individuals are motivated by internal forces; leader uses participation and majority rule to get work done. | Democratic Leadership |
| The process of establishing standards of performance, determining the means to be used in measuring performance, evaluating performance, and providing feedback. | Controlling |
| The reactive or proactive identification and management of problems that arise. | Contingency Planning |
| An organizational structure in which several individuals share the responsibility for achieving the organization's goals. | Shared Leadership |
| The premise that leadership originates from a desire to serve; a leader emerges when others' needs take priority. | Servant Leadership |
| A leadership style that values collaboration and teamwork; interpersonal skills are used to promote collegiality in achieving organizational goals. | Relational (connective) Leadership |
| A leadership style based on the concepts of chaos theory. | Quantum Leadership |
| A four-stage process that includes decision making and problem solving in order to achieve specific goals. | Planning |
| A leadership style that involves consultation with subordinates in decision making. | Participative Leadership |
| The process of coordinating the work to be done within an organization. | Organizing |
| A manager who supervises first-level managers within a specified area and is responsible for the people and activities within those areas; generally acts as liaison between first-level and upper-level management. | Middle Level Manager |
| An individual employed by an organization who is responsible for efficiently accomplishing the goals of the organization. | Manager |
| A leadership style that assumes individuals are motivated by internal forces and should be left alone to complete work; leader provides no direction or facilitation. | Laissez-faire leadership |
| The right of individuals to take action for themselves. | Autonomy |
| The decision of a society about how much of its resources will be devoted to a particular effort. | Allocation |
| A document that allows the competent patient to make choices regarding health care prior to its need. | Advanced Directive |
| Laws made by administrative agencies. | Administrative Law |
| The probability that desired outcomes will lead to a valued reward. | Valence |
| The top level to whom middle management reports; primarily responsible for establishing organizational goals and strategic plans for entire division of nursing. | Upper-level Management |
| A leadership style focused on effecting revolutionary change in organizations through a commitment to the organization's vision. | Transformational Leadership |
| A leadership style based on principles of social exchange theory in which social interaction between leaders and followers is essentially economic and success is achieved when needs are met, loyalty is enhanced, and work performance is enhanced. | Transactional Leadership |
| A leadership style that focuses on the needs of employees. | Supportive Leadership |
| The process of defining and prioritizing long-term objectives of an organization and developing strategies for implementation. | Strategic Planning |
| The unintentional failure of an individual to perform or not perform an act that a reasonable person would or would not perform in a similar set of circumstances. | Negligence |
| Professional negligence that refers to any misconduct or lack of skill in carrying out professional responsibilities. | Malpractice |
| Rules of conduct, established and enforced by authority, which prohibit extremes in behavior so that one can live without fear for oneself or one's property | Laws |
| The process of pulling or floating nurses from one area of the hospital to another. = | Job reassignment |
| Action in which the intent to harm was present. | Intentional torts |
| The consent for treatment given by a patient after three requirements are met: the individual has the capacity to consent, consent is voluntary, and the individual receives information regarding treatment in a manner that is understandable to him or her. | Informed consent |
| The science that deals with the principles of right and wrong, good and bad; it governs our relationships with others and is based on personal beliefs and values. = | Ethics |
| Giving a person that which is deserved. = | Distributive justice |
| Laws derived from earlier decisions made by courts. = | Common law |
| The duty to help others by doing what is best for them without inflicting evil or harm | Beneficence/nonmaleficence |
| Power based on an individual's formal and informal links to influential or prestigious persons within and outside an organization. = | Connection power |
| The assignment of negligence to certain parties, whose negligence is assumed due to their association with a negligent person. = | Vicarious liability |
| A law that addresses wrongful acts, whether unintentional or intentional, against a person or property. = | Tort law |
| Laws enacted by the legislative branch of government. = | Statutory laws |
| The legal principle that allows the court to hold an employer responsible for the actions of an employee when performing services for the organization. = | Respondeat superior |
| The process by which decisions are made about who will get the resources and who will not. = | Rationing |
| The domains of constitutional law, administrative law, and criminal law.= | Public law |
| The domains of tort law, contract law, and protecting and reporting law. = | Private law |
| The responsibility and accountability of individuals for their own actions or inactions. = | Personal liability |
| A federal law requiring every health care facility receiving Medicare or Medicaid to provide written information to adult patients concerning their right to make health care decisions. | Patient Self-Determination Act |
Created by:
creedm
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