265 Management LP

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265 Management LP
2012-12-12 04:43:49
265 Management LP

265 Management LP
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  1. Advocacy
    The protection and support of another's rights.  Based on respect for an individual to make personal choices and recognizes the right of a person to choose what happens.  the nurse acts as an advocate for patients by providing the necessary informaiton needed (through teaching and education) to make a decision about health care needs.
  2. Argyris Theory
    Stresses that managerial domination causes workers to become discouraged and passive.  Flexibility within the organization and employee participation in decision making is stressed.
  3. Case Management
    A collaborative process that assesses, plans, implements, coordinates, monitors and evaluates options and services to meet an individual's health needs through communication and available resources to promote quality, cost-effective outcomes.  It is the latest work design proposed to meet patient needs.  
  4. Code of Ethics
    A set of principles, established by a profession, toguide the individual practitioner.  It guides our conduct.
  5. Change Agent 
    A person skilled in the theory and implementation of planned change.  The change agent must be skillful in facilitating the change and is active in each stage of the change process.
  6. Communication
    An enabling process that allows information to be transferred.  It allows ideas to be translated into actions.  the exchange of meaning between and among individuals through a shared system.  Includes verbal and nonverbal.
  7. Conflict
    Internal or external discord.  Results from differences in ideas, values, or feelings.  Scarce resources and poorly defined role expectations and reasons.  
  8. Critical Thinking
    Similar to reflective thinking.  Related to evaluation and has a broader scope than decision-making or problem solving.  Includes reasoning and creative analysis.  Is more complex than  problem solving or decision making, involves higher-order reasoning and evaluation and has both a cognitive and affective component.  Includes insight, intuition, empathy, and willingness to take action.  
  9. Decision-making
    A complex, cognitive process often defined as choosing a particular course of action.  To judge or settle.  It is the final step of problem-solving process.
  10. Delegation
    Getting work done through others.  Directing the performance of one or more people to accomplish goals.
  11. Ethical Dilemmas
    Having to choose between two or more undesirable alternatives.
  12. Ethics
    The systematic study of what a person's conduct and actions should be with regard to him or herself, other human beings and the environment.
  13. Herzberg's Motivators and Hygiene Theory
    Frederick Herzberg believed that employees can be motivated by the work itself.  Can separate personal motivator from job dissatisfiers.  Motivators give people desire to work.
  14. Intuitive Decision-Making Model
    Intuition used in decision-making.  Was not valued much in the past.  There has been recent interest in the model.  However intuition can be overpowered by emotions.  
  15. Leader
    Person who influences and guides direction, opinion,and course of action. A job title alone does not make a person a leader.
  16. Leadership
    The process of moving a group or groups in some direction through mostly noncoercive means.  It is a way of behaving.  An interpersonal ability to cause others to respond.  It involves empowering beliefs and teaching others to tap their full capabilities by shifting the beliefs that have be limiting to them.  It increases productivity by maximizing work force effectiveness. 
  17. Legal Decision Making
    Protects the patient and the nurse.  Laws and legislation define the scope of acceptable practice andprotect individual rights.  
  18. Manager
    The person who brings things about; the person who accomplishes, has the responsibility, and conducts.
  19. Malpractice
    Is part of the negligence law that relates to lack of skill or misconduct by professional persons.
  20. Management
    A problem-oriented process that is needed whenever two or more individuals work together toward a common goal.  It emphasizes control-of hours, costs, salaries, overtime, use of sick leave, inventory and supplies.
  21. Motivation
    The force within the individual that influences strength or direction or behavior.  Managers cannot directly motivate subordinates.  Managers must create work environment in which both organizational and individual needs can be met. 
  22. Negligence
    Conduct which falls below the standard of care established by law for the protection of others, and thus, involves an unreasonable risk of harm to the patient.  It is failure to do someting that a reasonably prudent person would do (omission) or as doing something that a reasonably prudent person would not do (commission).  
  23. Nurse Practice Act
    Laws established in each state to regulate the practice of nursing.  They are broadly worded and vary among jurisdictions but all contain the basic elements.
  24. Nursing Process
    Facilitates decision making. Used for patient care and for solving leadership and management problems.  However a weakness is that it does not require clearly stated objectives.
  25. Paradigm
    A model, theory perception, assumption or frame or reference.  The way a person perceives or 'sees' the world.  Critical thinking is needed to examine your current paradigm.  
  26. Paradigm Shift
    A break with an old way of thinking.  Critical thinking is needed to make a paradigm shift.  
  27. Patient Bill of Rights
    A written list of patient rights that includes the rights and responsibilities of the patient while receiving care in the hospital.  The bill of rights imply a code of ethics the nurse observes professionally.
  28. Procrastination
    Putting off what needs to be done.
  29. Problem Solving
    Systematic process that focuses on analyzing a difficult situation.  It is a part of decision making.  The time and energy needed to correct the problem are not warranted.
  30. Scientific Management
    A set of principles that advocate replacing traditional methods with scientific methods of organizing work. Workers are hired based on technical competence and abilities.  Workers can view how they "fit" inthe the organization.  Developed by Frederick Taylor (a mechanical engineer) who felt that if workers could be taught the "one best way to accomplish a task", productivity would increase.  
  31. Standards of Care
    Minimal level of expertise that may be delivered to the patient.  They can be found in the state nurse practice act, professional organizations federal agency guidelines and regulations, hospital policy and procedure manuals, nurse's job descriptions.  
  32. Transformational Leaders
    are visionary, able to empower others, and can raise each other to higher levels.  Transformational leadership is "an interactive relationship, based on trust, that positively impacts both the leader and the follower.  A high-performing transformation leader demonstrates a strong commitment to the profession and the organization and is willing to tackle obstacles using learning because self-confidence and a sense of being in control.
  33. Transactional Leaders
    Traditional leader.  They are concerned with day-to-day operations.