Leadership Quiz 1 Vocab
Case manager
A baccalaureate degree- or master's degree-prepared clinical nurse who coordinates patient care from preadmission through discharge. (Ch. 13)
Organizational chart
A chart that defines organizational positions' responsibility for specific functions. (Ch. 8)
High-complexity change
A complicated change situation characterized by the interactions of multiple variables of people, technology, and systems. (Ch. 17)
Critical path/critical pathway
A component of a care MAP that is specific to diagnosis-related group reimbursement. The purpose is to ensure patients are discharged before insurance reimbursement is eliminated. (Ch. 13)
Critical thinking
A composite of knowledge, attitudes, and skills; an intellectually disciplined process. Also, the ability to assess a situation by asking open-ended questions about the facts and assumptions that underlie it and to use personal judgment and problem-solving ability in deciding how to deal with it. (Ch. 6)
Cultural marginality
A condition of bordering on one or more cultures and perceiving no membership or affiliation with either. (Ch. 9)
Magnet™ recognition
A distinction granted by the American Nurses Credentialing Center for quality nursing services. (Ch. 1)
Respondeat superior
A doctrine by which the employer is given accountability and responsibility for an employee's negligent actions incurred during the course and scope of employment. (Ch. 5)
Shared governance
A flat type of organizational structure with decision making decentralized. (Chs. 8, 19)
Role theory
A framework used to understand how individuals perform within organizations. (Chs. 4, 15)
Line function
A function that involves direct responsibility for accomplishing the objectives of a nursing department, service, or unit. (Ch. 8)
Consolidated systems
A group of healthcare organizations that are united based on common characteristics of ownership, regional location, or mutual performance objectives for the purpose of optimizing utilization of their resources in achieving their missions. (Ch. 7)
System
A group or organization working together as a unified whole. (Ch. 8)
Democratic
A leadership style that places control within the group at large where shared authority leads to decisions. (Ch. 6)
Associate nurse
A licensed nurse in the primary care model who provides care to the patient according to the primary nurse's specification when the primary nurse is not working. (Ch. 13)
National Quality Forum (NQF)
A membership-based organization that sets priorities and goals for performance improvement and endorses standards for measurement. (Ch. 2)
Functional model of nursing
A method of providing patient care by which each licensed and unlicensed staff member performs specific tasks for a large group of patients. (Ch. 13)
Partnership model
A method of providing patient care when an RN is paired with an LPN/LVN or an unlicensed assistive person to provide total care to a number of patients. (Ch. 13)
Patient-focused care
A model in which staff functions become centralized on a unit to reduce the number of staff required; emphasizes quality, cost, and value. (Ch. 13)
Synergy Model
A model of care delivery adopted by the American Association of Critical-Care Nurses that matches the needs and characteristics of the patient with the competencies of the nurse. Seven characteristics are unique to every patient, and each nurse has varying levels of ability, which are categorized into eight competencies. When the knowledge, skills, and competencies of the nurse are utilized to meet the complex needs of the patient and family, the care is optimal. (Ch. 13)
Case method
A model of care delivery in which one nurse provides total care for a patient during an entire work period. (Ch. 13) Clinical nurse leader
Differentiated nursing practice
A model of care that recognizes the difference in the level of education and competency of each registered nurse. The differentiation is based on education, position, and clinical expertise. (Ch. 13)
Case-management model
A model of delivering patient care based on patient outcomes and cost containment. Components of case management are a case manager, critical paths/critical pathways, and unit-based managed care. (Ch. 13)
Primary nursing
A model of patient care delivery whereby one registered nurse functions autonomously as the patient's main nurse throughout the entire hospital stay. (Ch. 13)
Case management
A person-oriented service that reflects multidisciplinary cooperation and coordination. (Ch. 4)
Quantum theory
A physics theory stating that energy is not a smooth-flowing continuum but, rather, bursts of energy that are related. (Ch. 4)
Transforming Care at the Bedside (TCAB)
A program of the Institute for Healthcare Improvement designed to improve care of patients. (Ch. 13)
Licensure
A right granted that gives the licensee permission to do something that he or she could not legally do absent such permission; the minimum form of credentialing, providing baseline expectations for those in a particular field without identifying or obligating the practitioner to function in a professional manner as defined by the profession itself. (Chs. 5, 29)
Team nursing
A small group of licensed and unlicensed personnel, with a team leader, responsible for providing patient care to a group of patients. (Ch. 13)
Fee-for-service
A system in which patients have the option of consulting any healthcare provider, subject to reasonable requirements that may include utilization review and prior approval for certain services but does not include a requirement to seek approval through a gatekeeper. (Ch. 7)
Reengineering
A total reorganization of how an organization will function, with the goal of increased efficiency. (Ch. 8)
Moral distress
A type of distress that occurs when faced with situations in which two ethical principles compete, such as when the nurse is balancing the patient's autonomy issues with attempting to do what the nurse knows is in the patient's best interest. Moral distress may occur also when the nurse manager is balancing a staff nurse's autonomy with what the nurse manager perceives to be a better solution to an ethical dilemma. (Ch. 5)
Service-line structures
A type of structure in which the functions necessary to produce a specific service or product are brought together into an integrated organizational unit under the control of a single manager or executive. (Ch. 8)
Culture
A way of life conveyed strongly enough for a group of people to describe its meaning. It consists of values, beliefs, attitudes, practices, rituals, and traditions. (Chs. 9, 19)
Team STEPPS
AHRQ strategy to promote patient safety
Vertical integration
Alignment of orgs to provide a full array or continuum of services. (Ch. 7)
Teaching institution
An academic health center and affiliated hospital. (Ch. 7
Transformational leadership
An act of encouraging followers to follow the leader's style and change their interests into a group interest with concern for a broader goal. (Ch. 3)
Ethnicity
An affiliation with a group often based on race or language. (Ch. 9)
Systems theory
An approach to consider how various independent parts interact to form a unified whole or to disrupt a unified whole; the construct related to the operation of the whole process or entity. (Ch. 8)
Autocratic
An authoritarian style that places control within one person's position. (Ch. 6)
Clinical nurse leader
An evolving role of the professional nurse being developed by the American Association of Colleges of Nursing (AACN). (Ch. 13)
Tacit knowledge
An implied, unspoken knowledge (Ch. 1)
Institute for Healthcare Improvement (IHI)
An independent organization devoted to improving patient safety and health care globally. (Ch. 2)
Health literacy
An individual's capacity to obtain, process, and understand health information needed to make appropriate health decisions. (Chs. 5, 22)
Joint Commission, The
An organization that accredits healthcare organizations and is deemed by the Center for Medicare & Medicaid Services (CMS) as holding healthcare facilities to CMS standards. (Ch. 2)
Institute of Medicine (IOM)
An organization that works outside of the federal government to provide independent, scientific advice. (Ch. 2)
For-profit organization
An organization, such as a hospital, that is operated to create excess income (profit) for the benefit of owners or stockholders. (Ch. 7)
Matrix structure
An organizational structure influenced by dual authority, such as product line and discipline. (Ch. 8)
Low-complexity change
An uncomplicated change situation characterized by the interactions of the limited influences of people, technology, and systems. (Ch. 17)
Variance
Anything that alters a patient's progress through a normal care path. (Chs. 12, 13)
Strategies
Approaches designed to achieve a specific purpose. (Ch. 17)
Functional structure
Arrangement of departments and services by specialties. (Ch. 8)
Informed consent
Authorization by patient or patient's legal representative to do something to the patient. (Ch. 5)
Transculturalism
Bridging significant differences in cultural practices. (Ch. 9)
Cultural sensitivity
Capacity to feel, convey, and react to ideas, habits, customs, or traditions unique to a group of people. (Ch. 9)
Managed care
Care purchased through a public or private healthcare organization whose goal is to promote quality healthcare outcomes for patients at the lowest cost possible through planning, directing, and coordinating care delivered by healthcare organizations that it may own, have contractual agreements with, or have authority over by virtue of the fact that it reimburses the organization for services provided its patients. This model rewards providers for low utilization of care that is relatively low in cost; also, a system of care in which a designated person determines the services the patient uses. (Chs. 4, 7, 12)
Hierarchy
Chain of command that connotes authority and responsibility. (Ch. 8)
Planned change
Change expected and deliberately prepared beforehand by using systematic directional processes to develop and carry out activities to accomplish a desired outcome. (Ch. 17)
Nonlinear change
Change occurring from self-organizing patterns, not human-induced ones, in complex, open-system organizations. (Ch. 17)
Flat organizational structure
Characterized by decentralization of decision making to the level of personnel carrying out the work. (Ch. 8)
Bureaucracy
Characterized by formality, low autonomy, a hierarchy of authority, an environment of rules, division of labor, specialization, centralization, and control. (Ch. 8)
Advanced generalist
Clinical nurse leader, which is a protected title for those who successfully complete the CNL certification examination. (Ch. 13)
Participative
Comparable to democratic style; involves others in making decisions. (Ch. 6)
Foreseeability
Concept that certain events may reasonably be expected to cause specific consequences; third element of negligence/malpractice. (Ch. 5)
Creativity
Conceptualizing new & innovative approaches to solving problems or making decisions. (Ch. 6)
Disease management
Continuous, coordinated processes to manage the progression of care over the course of a disease. (Ch. 13)
Learning organization
Designation of type of org. in which continual learning as an expectation permeates all levels to promote adequate responses required by dynamic, accelerated change. (Ch. 17)
Secondary care
Disease restorative care. (Ch. 7)
Apparent agency
Doctrine whereby a principal becomes accountable for the actions of his or her agent; created when a person holds himself or herself out as acting on behalf of the principal; also known as apparent authority. (Ch. 5)
Entrenched workforce
Employed persons older than 35 years who are thought of as the Baby Boomer generation. (Ch. 3)
Role
Expected or actual behavior, determined by a person's position or status in a group. (Ch. 4)
Barriers
Factors, internal or external to the change situation, that interfere with movement toward a desirable outcome. (Ch. 17)
Facilitators
Factors, internal or external to the change situation, that promote movement toward a desired outcome. (Ch. 17)
Malpractice
Failure of a professional person to act in accordance with the prevalent professional standards or failure to foresee potential consequences that a professional person, having the necessary skills and expertise to act in a professional manner, should foresee. (Ch. 5)
Negligence
Failure to exercise the degree of care that a person of ordinary prudence, based on the reasonable person standard, would exercise under the same or similar circumstances; also known as ordinary negligence. (Ch. 5)
Primary care
First access to care. (Ch. 7)
Staff function
Function that assists those in line positions in accomplishing primary objectives. (Ch. 8)
Ethics committee
Group of persons who provide structure and guidelines for potential healthcare problems, serve as an open forum for discussion, and function as patient advocates. (Ch. 5)
Unlicensed assistive personnel
Healthcare workers who are not licensed and who are prepared to provide certain elements of care under the supervision of a registered nurse (e.g., technicians, nurse aides, certified nursing assistants). (Ch. 13)
Vicarious liability
Imputation of accountability upon one person or entity for the actions of another person; substituted liability or imputed liability. (Ch. 5)
Change agents
Individuals with formal or informal legitimate power whose purpose is to initiate, champion, and direct or guide change. (Ch. 17)
Negative feedback
Information indicating a correction is needed. (Ch. 17)
Values
Inner forces that influence decision making and priority setting. (Ch. 1)
Fidelity
Keeping one's promises or commitments. (Ch. 5)
Nurse practice act
Legal scope of practice allowed by state legislation and authority. (Ch. 5)
Standard of care
Level of quality considered adequate by a profession; skills and learning commonly possessed by members of a profession; also written at a minimum level. (Ch. 5)
Multiculturalism
Maintaining several different cultures. (Ch. 9)
Quality indicators
Measurable elements of quality that specify the focus of evaluation and documentation. (Chs. 4, 22)
Collective bargaining
Mechanism for settling labor disputes by negotiation between the employer and representatives of the employees. (Chs. 5, 19)
Cross-culturalism
Mediating between and among cultures. (Ch. 9)
Emotional intelligence
Monitoring emotions in a situation to guide actions and inform thought processes. (Ch. 1)
DNV (Det Norske Veritas)
New deeming organization (2008) to accredit healthcare orgs. (Ch. 2)
Failure to warn
Newer area of potential liability for nurse managers that involves the responsibility to warn subsequent or potential employers of nurses' incompetence or impairment. (Ch. 5)
Indemnification
Obligation resting on one person to make good any loss or damages another has incurred because of the person's actions or inactions; refers to the total shifting of the economic loss to the party chiefly responsible for that loss. (Ch. 5)
Primary nurse
One who delivers autonomous care. (Ch. 13)
Independent contractor
One who makes an agreement with another to perform a service or piece of work and retains in himself or herself control of the means, method, and manner of producing the result to be accomplished; sometimes called an independent practitioner. (Ch. 5)
Private non-profit (or not-for-profit) organization
Organization that has funds redirected to maintenance and growth rather than as dividends to stockholders. (Ch. 7)
Follower
Person who contributes to a group's outcomes by implementing activities and providing appropriate feedback. (Ch. 4)
Leader
Person who demonstrates and exercises influence and power over others. (Ch. 4)
Informal change agent
Person without designated authority who advances the change among a group of people. (Ch. 17)
Emancipated minor
Person younger than adulthood who is no longer under the control and regulation of parents and who may give valid consent for medical procedures; examples include married teens, underage parents, and teens in the armed services. (Ch. 5)
Autonomy
Personal freedom and the right to choose what will happen to one's own person. (Ch. 5)
Hybrid
Possessing characteristics from several types of organizational structures. (Ch. 8)
Deeming authority
Power granted by one with power so that recipient acts in his or her place. (Ch. 7)
Paternalism
Principle that allows one to make decisions for another; often called parentalism. (Ch. 5)
Veracity
Principle that compels the truth be told completely. (Ch. 5)
Justice
Principle that persons should be treated equally and fairly. (Ch. 5)
Nonmaleficence
Principle that states that one should do no harm. (Ch. 5)
Beneficence
Principle that states that the actions one takes should promote good. (Ch. 5)
Third-party payers
Private and public agencies that contract with an individual to assume responsibility to pay under defined conditions for specified healthcare services. (Ch. 7)
Acculturation
Process by which a person becomes a competent participant in dominant culture. (Ch. 9)
Accreditation
Process by which an authoritative body determines that an organization meets certain standards to such a degree that the organization is able to meet the standards as a whole and without ongoing monitoring of each aspect of performance. (Ch. 7)
Nursing case management
Process of a nurse coordinating health care by planning, facilitating, and evaluating interventions across levels of care to achieve measurable cost and quality outcomes. (Ch. 13)
Public institution
Providing health services under the support and direction of local, state, or federal government. (Ch. 7)
Decision making
Purposeful and goal-directed effort using a systematic process to choose among options. (Ch. 6)
QSEN
Quality and Safety Education for Nurses
Liable
Refers to one's responsibility for his or her actions or inactions. (Ch. 5)
Liability
Refers to one's responsibility for his or her own conduct; an obligation or duty to be performed; responsibility for an action or outcome. (Ch. 5)
Cybernetic theory
Regulation of systems by managing communication and feedback mechanisms. (Ch. 17)
Tertiary care
Rehabilitative or long-term care. (Ch. 7)
Complexity theory
Require leaders to expand and respond to engaging dynamic change and focus on relationships rather than on prescribing and approaching change as a lock-step, pre-prescribed method. Traditional organizational hierarchy plays a less significant role as the "keeper of high level knowledge" and replaces it with the idea that knowledge applied to complex problems is better distributed among the human assets within an organization, without regard to hierarchy. Leaders try less to control the future and spend more time influencing, innovating, and responding to the many factors that influence health care. (Ch. 1)
Networks
Resources of colleagues upon whom you can draw for advice; formal systems to provide services. (Ch. 7)
Statute
Rule/regulation created by elected legislative bodies; also known as statutory law. (Ch. 5)
Ethics
Science relating to moral actions and moral values; rules of conduct recognized in respect to a particular class of human actions. (Ch. 5)
Satisficing decision
Selecting an option that is acceptable but not necessarily the best option. (Satisfy + suffice = satisfice.) (Ch. 6)
Optimizing decision
Selecting the ideal solution or option to achieve goals. (Ch. 6)
Personal liability
Serves to make each person responsible at law for his or her own actions. (Ch. 5)
Mentor
Someone who models behavior, offers advice and criticism, and coaches the novice to develop a personal leadership style.
Law
Sum total of rules and regulations by which a society is governed; rules and regulations established and enforced by authority or custom within a given community, state, or nation. (Ch. 5)
Redesign
Technique to analyze tasks to improve efficiency. (Ch. 8)
Restructuring
Technique to enhance organizational productivity. (Ch. 8)
Transactional leadership
The act of using rewards and punishments as part of daily oversight of employees in seeking to get the group to accomplish a task. (Ch. 3)
Management
The activities needed to plan, organize, motivate, and control the human and material resources needed to achieve outcomes consistent with the organization's mission and purpose. (Chs. 1, 3)
Organizational culture
The attitudes, behaviors, and policies evident in an organization that create the ambiance and operation of the workplace. (Chs. 4, 8)
Corporate liability
The condition of being responsible for corporate loss related to acts performed and not performed in meeting obligations to operate legally and judiciously. (Ch. 5)
Cultural imposition
The condition that exists when one individual or organization attempts to require another individual or group to accept the values, attitudes, and beliefs of the first. (Ch. 9)
Horizontal integration
The condition that results when two (or more) organizations with similar services come together. (Ch. 7)
Vision
The desired future state. (Chs. 1, 8, 30)
Process of care
The desired sequence of steps that have been designed to achieve clinical standardization. (Ch. 1)
Cultural diversity
The differences that exist between multiple viewpoints based on ethnicity, gender, religion, socioeconomic status, and other variables. (Ch. 9)
Change outcome
The end product of a change process. (Ch. 17)
Change situations
The field comprising various factors and dynamics within which change is occurring. (Ch. 17)
Chain of command
The hierarchy depicted in vertical dimensions of organizational charts. (Ch. 8)
Respect for others
The highest ethical principle, respect for others acknowledges the right of individuals to make decisions and to live by those decisions. (Ch. 5)
Motivation
The instigation of action based on various factors, both intrinsic and extrinsic. (Ch. 1)
Nursing care delivery model
The method used to provide care to patients. (Ch. 13)
Span of control
The number of individuals a supervisor manages. For budgetary reasons, span of control is often a major focus for organizational restructuring. (Ch. 8)
Magnet Recognition program®
The only national designation built on and evolving through research. This program is designed to acknowledge nursing excellence. (Ch. 2)
Change management
The overall processes and strategies used to moderate and manage the preparation for, effect of, responses to, and outcomes of any condition or circumstance that is new or different from what existed previously. (Ch. 17)
Manager
The person with accountability for a group of people
Agency for Healthcare Research and Quality (AHRQ)
The primary federal agency devoted to improving quality, safety, efficiency, and effectiveness of health care. (Ch. 2)
Cultural competence
The process of integrating values, beliefs, and attitudes different from one's own perspective in order to render effective nursing care. (Chs. 9, 22)
Staff mix
The proportion of RNs to LPNs/LVNs to UAPs in a specific setting. (Ch. 13)
Expected outcomes
The result of patient goals that are achieved through a combination of medical and nursing interventions with patient participation. (Ch. 13)
Outcome criteria
The result of patient goals that are expected to be achieved through a combination of nursing and medical interventions. (Ch. 13)
Privacy
The right to protection against unreasonable and unwarranted interference with one's solitude; the right of an individual to be left alone. (Ch. 5)
Change process
The series of ongoing efforts applied to managing a change. (Ch. 17)
Emerging workforce
The so-called 20-something generation, who were born between the years of 1965 and 1985. (Ch. 3)
Organizational theory
The systematic analysis of how organizations and their component parts act and interact. (Ch. 8)
Management theory
The theory related to the activities described in Management. (Ch. 1)
Social networking
The use of technology and other mechanisms to create a web of relationships with common involvement in an area of focus or concern. (Ch. 1)
Chaos theory
Theoretical construct defining the random-appearing yet deterministic characteristics of complex organizations (see Nonlinear change). (Ch. 17)
Followership
Those with whom a leader interacts; involves assertive use of personal behaviors in contributing toward organizational outcomes while still acquiescing certain tasks to the leader or other team members. (Chs. 1, 19)
Leadership
Use of personal traits to constructively and ethically influence patients, families, and staff through a process in which clinical and org. outcomes are achieved through collective efforts. (Chs. 1, 3)
Problem solving
Using a systematic process to solve a problem. (Ch. 6)
Philosophy
Values and beliefs regarding nature of work derived from a mission and the rights/responsibilities of people involved. (Ch. 8)
Ethnocentrism
Viewing the world based on one's own reference group. (Ch. 9)