NURSING ROLES CH 16

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lauratwinoaks
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227843
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NURSING ROLES CH 16
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2013-07-22 15:07:55
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NURSING ROLES 16
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NURSING ROLES CH 16
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  1. LEADERSHIP
    ABILITY TO GUIDE OR INFLUENCE OTHERS
  2. MANAGEMENT
    COORDINATION OF RESOURCES (TIME, PEOPLE, SUPPLIES) TO ACHIEVE OUTCOMES
  3. POWER
    ABILITY TO MOTIVATE PEOPLE TO GET THINGS DONE WITH OR WITHOUT THE FORMAL RIGHT GRANTED BY THE ORGANIZATION
  4. AUTHORITY
    LEGITIMATE RIGHT TO DIRECT OTHERS THROUGH AN AUTHORIZED POSITION IN AN ORGANIZATION
  5. TYPES OF POWER
    • REWARD
    • COERCIVE
    • LEGITIMATE
    • REFERENT
    • EXPERT
    • INFORMATIONAL
    • CONNECTION
  6. REWARD POWER
    ABILITY TO REWARD OTHERS FOR COMPLYING
  7. COERCIVE POWER
    BASED ON FEAR OF PUNISHMENT
  8. LEGITIMATE POWER
    AN OFFICIAL POSTION IN THE ORGANIZATION
  9. REFERENT POWER
    COMES FROM THE FOLLOWERS' IDENTIFICATION WITH THE LEADER.
  10. EXPERT POWER
    BASED ON KNOWLEDGE, SKILLS, AND INFORMATION
  11. INFORMATION POWER
    BASED ON A PERSON'S POSSESSION OF INFORMATION THAT IS NEEDED BY OTHERS
  12. CONNECTION POWER
    BASED ON A PERSON'S RELATIONSHIP OR AFFILIATION WITH OTHER PEOPLE WHO ARE PERCEIVED AS BEING POWERFUL
  13. LEADERSHIP TRAIT THEORY
    BASED ON THE ASSUMPTION THAT LEADERS ARE BORN WITH CERTAIN LEADERSHIP CHARACTERISTICS
  14. INTERACTIONAL LEADERSHIP THEORIES
    INTEGRATE DYNAMICS OF INTERACTION BETWEEN LEADER, WORKER, AND LEADERSHIP SITUATION
  15. TRANSFORMATIONAL LEADERSHIP
    • TRANSACTIONAL
    • TRANSFORMATIONAL
  16. TRANSACTIONAL LEADER
    CONCERNED WITH THE DAY TO DAY OPERATIONS OF THE FACILITY/UNIT
  17. TRANSFORMATIONAL LEADERS
    IDENTIFY & CLEARLY COMMUNICATE VISION AND DIRECTION, EMPOWER GROUP, ADMIRED, PROVIDE, MENTORING
  18. LEADERSHIP & MANAGEMENT SKILLS
    • TECHNICAL SKILLS
    • HUMAN SKILLS
    • CONCEPTUAL SKILLS
  19. TECHNICAL SKILLS
    CLINICAL EXPERTISE AND NURSING KNOWLEDGE
  20. HUMAN SKILLS
    ABILITY & JUDGEMENT TO WORK WITH PEOPLE IN AN EFFECTIVE LEADERSHIP ROLE
  21. CONCEPTUAL SKILLS
    ABILITY TO UNDERSTAND THE COMPLEXITIES OF THE OVERALL ORGANIZATION & TO RECOGNIZE HOW & WHERE ONE'S OWN AREA OF MANAGEMENT FITS INTO THE OVERALL ORGANIZATION
  22. MANAGEMENT STYLES
    • AUTOCRATIC/AUTHORITATIVE
    • DEMOCRATIC/PARTICIPATIVE
    • LAISSEZ-FAIRE
  23. WEBERS BUREAUCRACY THEORY
    • DEFINED CHARACTERISTICS OF BUREAUCRACY, INCLUDING AUTHORITY AND ABILITY TO APPLY GENERAL RULES TO SPECIFIC CASES
    • - RULES INSTEAD OF FAVORITISM
  24. SYSTEMS THEORY
    • VIEWS THE ORGANIZATION AS A SET OF INTERDEPENDENT PARTS THAT TOGETHER FORM A WHOLE
    • - ANYTHING THAT AFFECTS ONE ASPECT OF THE ORGANIZATION WILL AFFECT THE OTHER PARTS
  25. CHAOS THEORY
    • ATTEMPTS TO ACCOUNT FOR COMPLEXITY & RANDOMNESS IN ORGANIZATIONS
    • - VIEWS COMPLICATED BEHAVIORS, SITUATIONS & VARIATIONS AS PREDICTABLE
  26. 5 MANAGEMENT FUNCTIONS
    • PLANNING
    • ORGANIZING
    • STAFFING
    • DIRECTING
    • CONTROLLING
  27. PLANNING
    • MISSION & PHILOSPHY
    • STATEGIC PLANNING - LONG RANGE 3-5 YEARS
    • GOALS & OBJECTIVE
    • OPERATIONAL PLANNING
  28. ORGANIZING
    • ESTABLISH FORMAL STRUCTURE
    • DEFINE ROLES AND RESPONSIBILITIES
    • COORDINATE ACTIVITIES WITH OTHER DEPARTMENTS
    • COMMUNICATE
  29. ORGANIZING
    • ORGANIZATIONAL CHART
    • POLICIES AND PROCEDURES
    • JOB DESCRIPTIONS
  30. STAFFING
    • # & TYPE OF STAFF NEEDED
    • RECRUIT, INTERVIEW, SELECT, ASSIGN
    • ORIENT, TRAIN, SOCIALIZE, & DEVELOP
    • IMPLEMENT STAFF DEVELOPMENT PROGRAMS
    • IMPLEMENT SCHEDULING
  31. DIRECTING
    • COMMUNICATE EXPECTATIONS
    • MOTIVATING CLIMATE
    • ROLE MODEL
    • MANAGE CONFLICT
  32. CONTROLLING
    • EMPLOYEES ACCOMPLISH GOALS
    • ESTABLISH PERFORMANCE STANDARDS
    • COMPARE PERFORMANCE TO STANDARDS
    • ACTION PLAN TO IMPROVE PERFORMANCE
  33. CONTROLLING RESOURCES
    WRITTEN ORGANIZATIONAL POLICIES & PROCEDURES

    STANDARDS FOR THE PRACTICE OF PROFESSIONAL NURSING (ANA)

    STANDARDS FOR PROFESSIONAL NURSING SPECIALTY PRACTICES

    EVIDENCE BASED PRACTICE GUIDELINES
  34. ROLES OF THE NURSE LEADER & MANAGER
    • CUSTOMER SERVICE PROVIDER
    • TEAM BUILDER
    • RESOURCE MANAGER
    • DECISION MAKER & PROBLEM SOLVER
    • CHANGE AGENT
    • CLINICAL CONSULTANT
    • STAFF DEVELOPER
    • MENTOR
    • CORPORATE SUPPORTER
  35. DECISION MAKING STEPS
    • ASSESSMENT
    • ANAYLSIS
    • PLANNING
    • IMPLEMENTATION
    • EVALUATION
  36. LEWINS STAGES OF CHANGE
    • UNFREEZING
    • MOVING
    • REFREEZING
  37. 2 NATIONAL INITIATIVES FOR MAKING SIGNIFICANT CHANGES
    • A PROCLAMATION FOR CHANGE
    • KEEPING PATIENTS SAFE
  38. PROCLAMATION FOR CHANGE
    EVIDENCE BASED RECOMMENDATIONS TO ADDRESS INEFFICIENCIES THAT THREATEN PATIENT SAFETY AND TO IMPROVE NURSE RETENTION
  39. KEEPING PATIENTS SAFE: TRANSFORMING THE WORK ENVIRONMENT OF NURSES
    iNSTITUTE OF MEDICINE (IOM)

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