NUR 408 Quiz 1
Maximizing or Optimal Model
(decision making model) Rational process All options known Clear preferences Final choice maximizes outcome
illegal interview inquiries
-Age -Marital status -Children -Race -Sexual preference -Financial or credit status -National origin -Religion
tips for the applicant
-Do your homework about the organization you are applying to. -Practice the interview and rehearse answers to foreseeable questions about your education and experience. -Be prompt on the day of the interview. -Look your best for the interview. Dress conservatively and make sure you are neatly groomed.
tips for the applicant during the interview
-Don't be late. -Don't avoid eye contact. -Avoid a cold, clammy handshake. -Don't sit down until the interviewer does. -Don't fidget with personal belongings. -Do not slouch or fidget. -Do not chew gum or smoke cigarettes. -Bring a paper and pencil to take notes. -Answer the questions with confidence and watch the interviewer for nonverbal cues.
theory x and theory y
-Douglas McGregor theorized that managerial attitudes about employees (and, hence, how managers treat those employees) can be directly correlated with employee satisfaction -Theory X managers believe that their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs -Theory Y managers believe that their workers enjoy their work, are self-motivated, and are willing to work hard to meet personal and organizational goals
creating a time-efficient work environment
-Gather all supplies needed before starting an activity. -Group activities that are in the same location. -Use time estimates. -Document nursing interventions as soon as possible after they are completed. -Always strive to end the work day on time.
the time inventory
-Helps the individual determine how much time he or she spends on a particular task and what time of day he or she is most productive -Important to maintain the time inventory for several days or even weeks and to repeat it annually to see if long-term changes have been made -taking regularly scheduled breaks from work is important as they allow the worker to refresh both physically and mentally
personal organization
-How do you waste time? -What types of work do you avoid? -What is the best time of day for you to work? -How long you can work before becoming nonproductive?
daily planning actions to maximize time management
-Identify key priorities to be accomplished that day. -Determine the expected level of achievement of a prioritized task. -Assess the staff assigned to work with you. -Review the short- and long-term plans of the unit. -Plan ahead for meetings. -Allow time to assess progress of goal attainment. -Take regular breaks and use electronic calendars.
phases of employee indoctrination
-Induction: includes all activities that educate the new employee about the organization and employment and personnel policies and procedures -Orientation: teaches activities that are more specific to the position -Individual orientation to each department: Specific departments are responsible for developing their own orientation program.
organizational responsibilities for career management
-Integration of needs -Establishment of career paths -Dissemination of career information -Posting of job openings -Assessment of employees -Provision of challenging assignments -Giving support and encouragement -Development of personnel policies -Provision of education and training
suggested interview format
-Introduce yourself and greet the applicant. -Make a brief statement about the organization and position and clarify the position for which the person is applying. -Discuss the information on the application and seek clarification or amplification as necessary. -Discuss employee qualifications and proceed with structured interview format. -If applicant is qualified, discuss the position further. -Explain hiring procedures -Terminate the interview.
career coaching
-Involves helping others to identify professional goals and career options and then designing a career plan to achieve those goals -In short-term career coaching, the manager regularly asks employees questions or challenges them to refocus their perspective or improve their performance.
career stage: momentum
-Is the middle career phase and typically reflects the nurse with 11 to 29 years of experience -Milestones: further building confidence in one's competence; developing experience, gaining mastery, and establishing a professional track record; and finding a voice through aligning strengths with passion
the Hawthorne Studies
-Mayo and his colleagues discovered that when management paid special attention to workers, productivity was likely to increase, regardless of the environmental working conditions (the Hawthorne effect) -informal work groups and a socially informal work environment were factors in determining productivity, and Mayo recommended more employee participation in decision making
professional specialty certification
-Nurses must meet eligibility criteria that may include years and types of work experience as well as minimum educational levels, active nursing licenses, and successful completion of a nationally administered examination. -Certifications normally last 5 years.
external time wasters
-Open-door policy -Telephone interruptions -Socializing -Meetings -Lack of information -Poor communication -Lack of feedback -Lack of adequately described policies and procedures -Incompetent coworkers -Poor filing system -Paperwork and reading
long-term coaching
-Planned, systematic management action that occurs over the duration of an employee's employment -Should occur at least annually in addition to performance appraisal -Includes data gathering, assessing what is possible, and performing coaching interview
personal benefits of professional certification
-Provides a sense of accomplishment and achievement -Validates specialty knowledge and competence to peers and patients -Promotes greater autonomy of practice -Provides for increased career opportunities and greater competitiveness in the job market -May result in salary incentives -Provides increased credibility -Increases self-confidence
making lists
-Remember that lists are planning tools and thus must be flexible! -Reexamine items that remain on the list! Perhaps they don't need to be done or they need to be broken down into smaller tasks. -Only put as many items on the daily list as can reasonably be accomplished in a day. -being punctual implies that you value other people's time and creates an imperative for hem to value your time as well
individual responsibilities for career management
-Self-assess interests, skills, strengths, with weaknesses, and values -Determine goals -Assess the organization for opportunities -Assess opportunities outside -Develop strategies -Implement plans -Evaluate plans -Reassess and make new plans as necessary, at least biannually
successful decision makers
-Self-aware -Courageous -Sensitive -Energetic -Creative
great man theory/trait theories
-The Great Man theory, from Aristotelian philosophy, asserts that some people are born to lead, whereas others are born to be led; it also suggests that great leaders will arise when the situation demands it -Trait theories assume that some people have certain characteristics or personality traits that make them better leaders than others
purposes of the selection interview
-The interviewer seeks to obtain enough information to determine the applicant's suitability for the available position. -The applicant seeks to obtain adequate information to make an intelligent decision about accepting the job, should it be offered. -The interviewer seeks to conduct the interview in such a manner that, regardless of the interview's result, the applicant will continue to have respect for and good will toward the organization. -the structured interview is much better predictor of job performance and overall effectiveness than the unstructured interview
management development
-The planned system of training and developing people so that they acquire the skills, insights, and attitudes needed to manage people and their work effectively within the organization -Often referred to as succession planning -Must be supported by top-level administration -Must be planned and systematically implemented -Must include a means of developing appropriate attitudes through social learning theory and adequate management theoretical content
Management Development Programs
-Top-level management should bear the cost of management development classes and create an organizational structure that allows managers to apply their new knowledge. -Whenever possible, nursing administrators should teach some of the classes and, at the very least, make sure that the program supports top-management philosophy.
overcoming interview limitations
-Use a team approach. -Develop a structured interview format for each job classification. -Use scenarios to determine decision-making ability. -Conduct multiple interviews. -Provide training in effective interviewing techniques.
reliability and validity issues of the selection process
-Validity increases with a team approach. -Negative information tends to be weighed more heavily than positive information. -The same standards should be used for all applicants. -Selection should be based on established criteria, not value judgments. -Personal bias should be minimized because negative feelings likely have no relation to the criteria necessary for success in the position.
Bureaucracy
-Weber saw the need for legalized, formal authority and consistent rules and regulations for personnel in different positions; he thus proposed bureaucracy as an organizational design -His essay "Bureaucracy" was written in 1922 in response to what he perceived as a need to provide more rules, regulations, and structure within organizations to increase efficiency -Much of Weber's work and bureaucratic organizational design are still evident today in many health-care institutions
practice interview questions
-Why do you want this job? -What is your philosophy of nursing? -What strengths and weaknesses do you bring to this job? -Why should we hire you? Why us? -What is your 20-year career plan? -Can you define professionalism in nursing practice? -What do you know about our organization?
relationship age leadership
-adaptive skills -invitation and interdependence -cooperation -discerning purpose -finding meaning -what you know (information) -circular (egalitarian) -metaphor: organic network (connected parts) -leadership: trusteeship
recruitment methods
-advertisements -career days -literature -word of mouth by satisfied employees
common job interview mistakes of applicants
-arriving so early you appear overanxious -saying too much -wearing a coat/hat during the interview -wearing psychologically intimidating colors or patterns -sitting down before the interviewer does or addressing the interviewer by his or her first name -asking about salary, vacation, or promotions too early in the interview -Bad-mouthing or revealing confidential information about a former or current employer -Not having any questions -Overstating your accomplishments -Having a "what can you do for me?" attitude -Being vague, rambling, or evasive; all show poor communication skills -Lacking clear direction regarding what you want in your career -Showing apathy or lack of motivation
Risk Quotient in Decision Making
-ask yourself how much risk you are willing to take -emotional and professional risk
nursing process: a problem-solving and decision-making model
-assess -diagnose -plan -implement -evaluate
career stage: harvest
-commences in late career -milestones: elevating mastery to sage practice for advancing the profession and positioning as a professional statesperson and establishing a legacy
Marquis-Huston Critical Thinking Teaching Model
-comprises four overlapping spheres, each being an essential component for teaching leadership and management -the first is a didactic theory component, such as the material that is presented in each chapter -second, a formalized approach to problem solving and decision making must be used -third, there must be some use of the group process, which can be accomplished through large and small groups and classroom discussion -final, the material must be made real for the learner so that the learning is internalized; this can be accomplished through writing exercises, personal exploration, and values clarification, along with risk taking, as case studies are examined
symptoms of poor time management
-constant rushing -caught is crisis mode -fatigue or listlessness, "overwhelmed" feeling -constantly missing deadlines -insufficient time for rest or personal relationships -sense of being overwhelmed by demands and details -having to do what you don't want to, most of the time -2 common mistakes in planning are underestimating the importance of a daily plan and not allowing adequate time for planning
good managers
-coordinate resources -optimize resource use -meet organizational goals and objectives -follow rules -plan, organize, control, and direct -use reward and punishment effectively to achieve organizational goals
decision-making tools
-decision grids -payoff tables -decision trees -consequence tables -logic models -program evaluation and review technique
interactional leadership theories
-determined by the relationship between the leader's personality and the specific situation -People are very complex and highly variable. They have multiple motives for doing things. For example, a pay raise might mean status to one person, security to another, and both to a third. -People's motives do not stay constant; instead, they change over time. -Goals can differ in various situations. For example, an informal group's goals may be quite distinct from a formal group's goals. -A person's performance and productivity are affected by the nature of the task and by his or her ability, experience, and motivation. -No single leadership strategy is effective in every situation.
leaders
-empower others; maximize workforce effectiveness -needed to implement the planned change that is part of system improvement -often do not have delegated authority but obtain their power through other means -have a wider variety of roles than managers and may have different personal goals -are frequently not part of the formal organization -focus on group process, information gathering, feedback, and empowering others
good leaders
-envision the future -communicate their visions -motivate followers -lead the way -influence others to accomplish goals -inspire confidence -take risks -empower followers -master change
characteristics of agile leadership
-fast, flexible, and adaptable decision making -openness to ideas and innovation -inclusive and democratic approach to followers
factors that affect recruitment
-financial resources -adequate nursing pool -competitive salaries -the organization's reputation -the location's desirability -the status of the national and local economy
transactional leadership
-focuses on management tasks -is directive and results oriented -uses trade-offs to meet goals -does not identify shared values -examines causes -uses contingency rewards
strengths-based leadership
-focuses on the development or empowerment of strengths as opposed to weaknesses or areas of needed growth -research suggests that using a strengths-based approach, even at a young age, can have a profound impact on the ability of individuals to self-manage and to regulate their emotions
career stage: promise
-generally reflects the first 10 years of employment; making wise career choices is important -milestones: socialization to the nursing role; building knowledge, skills, abilities, credentials, and an education base; gaining exposure to a variety of experiences; identifying strengths and building confidence; and positioning for the future
factors affecting health-care trends
-growing elderly population -health-care reform -reductions in reimbursements -new quality imperatives -shift in care to community settings -technological advances -shift to customer-focused care
managers
-guide, direct, and motivate others -intervene when goals are threatened -emphasize control -are always assigned a position within an organization -have a legitimate source of power due to the delegated authority that accompanies their position -are expected to carry out specific functions -emphasize control, decision making, decision analysis, and results -manipulate people, the environment, money, time, and other resources to achieve organizational goals -have a greater formal responsibility and accountability for rationality and control than leaders -direct willing and unwilling subordinates
human and social capital theory
-human capital represents the capability of the individual -social capital represents what a group can accomplish together
transformational leadership
-identifies common values -is a caretaker -inspires others with vision -has long-term vision -looks at effects -empowers others
the traditional problem-solving process
-identify the problem -gather data to identify the causes and consequences of the problem -explore alternative solutions -evaluate each alternative -select appropriate solution -implement the solution -evaluate the results
strategies to promote evidence-based best practice
-implement and evaluate nationally sanctioned clinical practice guidelines -question and challenge nursing traditions and promote a spirit of risk taking -dispel myths and traditions not supported by evidence -collaborate with other nurses locally and globally -interact with other disciplines to bring nursing evidence to the table
organizing
-includes establishing the structure to carry out plans, determining the most appropriate type of patient care delivery, and grouping activities to meet unit goals -other functions involve working within the structure of the organization and understanding and using power and authority appropriately
career planning
-includes evaluating one's strengths and weaknesses, setting goals, examining career opportunities, preparing for potential opportunities, and using appropriate developmental activities -should include, at minimum, a commitment to the use of evidence-based practice, learning new skills or bettering practice through the use of role models and mentors, staying aware of and being involved in professional issues, and furthering one's education. -some nurses lack a career focus and instead view nursing as a job -this viewpoint limits opportunities for professional advancement and personal growth because what cannot be imagined rarely becomes a reality
characteristics of a critical thinker
-insight -intuition -empathy -willingness to take action
administrative man
-knowledge is fragmented -is impossible to accurately predict future consequences -considers multiple alternatives but not all -makes decisions that are good enough -final choice is satisficing
seeking employee diversity
-leaders should seek to proactively recruit and hire staff with age, gender, cultural, ethnic, and language diversity to better mirror the rapidly increasing diversity of the communities they serve -also brings new perspectives to thinking and problem solving
Jim Collin's Level 5 Leadership
-level 1: highly capable individual -level 2: contributing team member -level 3: competent manager -level 4: effective leader -level 5: great leader; characterized by knowledge, team building skills, the ability to help groups achieve goals, humility, and the empowerment of others through servant leadership
economic man
-makes decisions in a rational manner -has complete knowledge of problem or situation -considers all alternatives -has systemic ordering of alternatives -selects maximizing choice
time management
-making optimal use of available time -there is a close relationship between time management and stress
Kouzes and Posner's 5 practices for exemplary leadership
-modeling the way -inspiring a shared vision -challenging the process -enabling others to act -encouraging the heart
decision-making variables
-new research suggests that gender also plays a role in how individuals make decisions -values -life experience -individual preference -brain hemisphere dominance and thinking styles
frequent errors made in decision making
-no clear objective or goal for decision -faulty data gathering (was this poor decision made because necessary information was intentionally or unintentionally withheld from you?) -failure to use science, logic, and empirical evidence in making decisions -not considering enough alternatives -faulty logic or "crooked thinking" -not assessing or ignoring the quality of the decision making that is required -lack of self-awareness -too much time spent identifying the problem -refusal to act -using outcome only for evaluation -it is not enough to gather adequate information, think logically, select from among many alternatives, and be aware of the influence of one's values. In the final analysis, one must act
shifting leadership and management thinking
-organizational context -levels of analysis -potential boundary conditions on transformational leadership
management process
-planning -organizing -staffing -directing -controlling
internal time wasters
-procrastination -poo planning -failure to establish goals and objectives -inability to delegate -inability to say no -management by crisis -haste -indecisiveness
experiential learning
-provides mock life experiences to learn from -allows learners to apply leadership and management theory -promotes whole brain thinking and improved problem-solving skills
focus of Greenleaf's servant leadership
-putting others including employees, customers, and the community as the number one priority -fostering a service inclination in others that promotes collaboration, teamwork, and collective activism -remember that followers are an important part of the leadership equation
justification for career development
-reduces employee attribution -provides equal employment opportunity -improves the use of personnel -improves the quality of work life -improves competitiveness of the organization -avoids obsolescence and builds new skills -promotes evidence-based practice
thought leadership
-refers to any situation whereby one individual convinces another to consider a new idea, product, or way of looking at things -attract followers not by any promise of representation or empowerment but by their risk taking and vision in terms of being innovative
emotional intelligence
-refers to the ability to use emotions effectively and is required by leaders/managers in order to enhance their success -emotional intelligence is critical for building a cooperative and effective team -five components: self-awareness, self-regulation, motivation, empathy and social skills
Resumes
-should be typed on good paper in a format that is easy to read -should maximize strong points and minimize weaknesses -The style should reflect good grammar, correct punctuation, proper sentence structure, and simple, direct language -A cover letter should be included. -continued competency is also a part of career management -vPassing a licensing exam and continuing to work as a clinician does not assure competence throughout a career. Competence requires continual updates to knowledge and practice, and this is difficult in a health-care environment characterized by rapidly emerging new technologies, chaotic change, and perpetual clinical advancements. -Many professional associations and states have mandated continuing education (CE) for RN license renewal to promote continued competence. However, there is no agreement on the optimal number of annual credits needed to ensure competence, and the type of CE needed.
career development
-should be viewed as a lifelong process involving both the individual and the environment in which he or she lives -accomplished through self and work environment assessment, job analysis, education, training, job search and acquisition, and work experience -career development in an organization must include more than management employees
right brain vs. left brain dominance
-some people fail to use any type of systematic examination of the problem or its alternatives for solution -instead, they rely on discrete, often unconscious processes known as heuristics -heuristics refers to using a "trial-and-error" or "rule-of-thumb" approach to problem solving
turnover
-some turnover is normal and in fact desirable -it infuses the organization with fresh ideas and reduces the probability of groupthink -however, excessive or unnecessary turnover reduces the ability of the organization to produce its end-product and is expensive
factors affecting staffing needs
-source of nursing pools -number of students enrolled in local nursing schools -usual length of employment of newly hired staff -patient care delivery system in place -knowledge level of needed staff -budget constraints -times of high patient census -peak staff resignation periods -historically when the economy improves, nursing shortages occur; when the economy declines the nursing vacancy rate declines as well -aging of the nursing workforce, accelerating demand for professional nurses, inadequate enrollment in nursing programs of study, and the aging of nursing faculty
industrial age leadership
-technical skills -command and control -competition -gaining advantage -gathering facts -what you have (wealth) -hierarchy (top-down) -metaphor for organizations: machine (separate parts) -leadership: position
leadership
-the art of getting work done through others willingly -leaders are in the front, moving forward, taking risks, and challenging the status quo -a job title alone does not make a person a leader; only a person's behavior determines if he or she occupies a leadership position
interviewing as a selection tool
-the most common method for employee selection used by managers -also the most time-consuming and thus one of the costliest selection tools -it generally requires an interviewer to use judgements, biases, and values to make decisions based on a short interaction with an applicant in an unnatural situation; reliability and validity are always suspect
recruitment
-the process of actively seeking out or attracting applicants for existing positions -should be an ongoing process
situational and contingency leadership theories
-the situation should determine the directives given after allowing everyone to know the problem -contingency approach: no one leadership style is ideal for every situation; the interrelationships between the group's leader and its members were most influenced by the manager's ability to be a good leader; the task to be accomplished and the power associated with the leader's position also were cited as key variables -managers need varying mixtures of autocratic and democratic leadership behavior; the primary determinants of leadership style should include the nature of the situation, the skills of the manager, and the abilities of the group members
procrastination
-to put off something until a future time, to postpone, or to delay needlessly -not a character flow but is a set of behaviors which were developed over a period of time; they are behaviors that can be changed -the dread of doing a task uses more time and energy than doing the task itself -some projects are not accomplished because they are not broken down into manageable tasks
questions that should be asked in data gathering
-what is the setting? -what is the problem? -where is it a problem? -when is it a problem? -who is affected by the problem? -what is happening? -why is it happening? what are the causes of the problem? can I prioritize the causes? -what are the basic underlying issues? areas of conflict? -what are the consequences of the problem? which of these are most serious?
sequential steps in staffing
1. Determine the number and types of personnel needed to fulfill the philosophy, meet fiscal planning responsibilities, and carry out the chosen patient care delivery system selected by the organization. 2. recruit, interview, select, and assign personnel based on established hob description performance standards 3. use organizational resources for induction and orientation 4. ascertain that each employee is adequately socialized to organization values and unit norms 5. use creative and flexible scheduling based on patient care needs to increase productivity and retention
after the interview
1. Send a thank-you note to the interviewer. 2. If offered the job, send a formal letter accepting or rejecting the job. 3. Personally critique the interview experience. Review in your mind what you did well and what you would do differently the next time. -Selection should be based on the requirements necessary for the job; these criteria should be developed before beginning the selection process.
limitations of the interview process as a selection tool
1. Subjectivity can never be totally eliminated. 2. High interview assessments do not necessarily correlate with high-level performance on the job. 3. Mixed reliability and validity: Intrarater reliability high; Interrater reliability low in unstructured interviews; Interrater reliability is better if interview is structured and same interview format is used by all interviewers -Negative information about the applicant is weighed more heavily than positive information, and the earlier in the interview, the greater the negative effect. -Most decisions about the applicant are made in the first 30 to 60 seconds. -In unstructured interviews, the interviewer generally does most of the talking. In structured interviews, the interviewer talks less. -The environment is artificial, and it is difficult for many interviewees to relax and be natural. -The interviewer may have poor communication skills and be unable to generate a discussion. -Physical appearance often contributes substantially to an interviewer's opinion about an applicant. -Interviewers frequently ask questions that demonstrate a self-fulfilling prophecy regarding their first impression of the applicant. -the major defect of the interview is subjectivity (unconscious bias)
scientific management (1900-1930)
1. Traditional "rule of thumb" means of organizing work must be replaced with scientific methods; work could be scientifically designed to promote greatest efficiency of time and energy 2. A scientific personnel system must be established so that workers can be hired, trained, and promoted based on their technical competence and abilities 3. Workers should be able to view how they "fit" into the organization and how they contribute to overall organizational productivity; this provides common goals and a sharing of the organizational mission 4. The relationship between managers and workers should be cooperative and interdependent, and the work should be shared equally; their roles, however, were not the same. The role of managers, or functional foremen as they were called, was to plan, prepare, and supervise. The worker was to do the work.
3 basic steps in time management
1. allow time for planning and establish priorities 2. complete the highest priority task whenever possible and finish one task before beginning another 3. reprioritize based on the remaining tasks and on new information that may have been received *priority setting is perhaps the most critical skill in good time management because all actions we take have some type of relative importance *one simple means of prioritizing what needs to be accomplished is to divide all requests for our time into 3 categories: "don't do", "do later", and "do now"
Francesca Gino's 8 principles of rebel leadership
1. seek out the new 2. encourage constructive dissent 3. open conversations - don't close them 4. reveal yourself - and reflect 5. learn everything - then forget everything 6. find freedom in constraints 7. lead from the trenches 8. foster happy accidents (mistakes may unlock a breakthrough)
2 aspects that carry the most weight when making hiring decisions
1. the requirements of the job: qualified versus overqualified 2. personal bias: examine any negative feelings occurring in the interview for personal bias
trial and error
A problem-solving strategy that involves attempting different solutions and eliminating those that do not work.
nursing portfolio
All nurses should maintain a professional portfolio (a collection of materials that document a nurse's competencies and illustrate the expertise of the nurse) to reflect their professional growth over their career.
satisficing
Choosing an option that is acceptable, although not necessarily the best or perfect
traits of a good leader
Intelligence Knowledge Judgment Decisiveness Oral fluency Emotional intelligence Independence Personable Skilled communicator Adaptability Creativity Cooperativeness Alertness Self-confidence Personal integrity Emotional balance and control Risk taking Critical thinking Ability Able to enlist cooperation Interpersonal skills Tact Diplomacy Prestige Social participation Charisma Collaborative priority setting Resilience
democratic leader
Less control is maintained. Economic and ego awards are used to motivate. Others are directed through suggestions and guidance. Communication flows up and down. Decision making involves others. Emphasis is on "we" rather than I and you. Criticism is constructive.
the human relations era (1930-1970)
Management scientists and organizational theorists began to look at the role of worker satisfaction in production -This human relations era developed the concepts of participatory and humanistic management, emphasizing people rather than machines. -Follett espoused her belief that managers should have authority with, rather than over, employees. Thus, solutions could be found that satisfied both sides without having one side dominate the other. -The human relations era also attempted to correct what was perceived as the major shortcoming of the bureaucratic system—a failure to include the "human element." -participatory management -humanistic management -emphasizes people rather than machines -produced the "Hawthorne effect" - people respond to the fact that they are being studied, attempting to increase whatever behavior they feel will continue to warrant the attention
personal time management
Managing time is difficult if a person is unsure of his or her priorities for time management, including personal short-term, intermediate, and long-term goals.
authoritarian leader
Strong control is maintained over the work group. Others are motivated by coercion. Others are directed with commands. Communication flows downward. Decision making does not involve others. Emphasis is on difference in status ("I" and "you"). Criticism is punitive.
laissez-faire leader
Takes a hands-off approach. Is permissive, with little or no control. Motivates by support when requested by the group or individuals. Provides little or no direction. Uses upward and downward communication between members of the group. Disperses decision making throughout the group. Places emphasis on the group. Does not criticize.
management theory development
Taylor—scientific management Weber—bureaucratic functions Fayol—management organizations Gulick—activities of management Follett—participative management Mayo—Hawthorne effect McGregor—theory X and theory Y Argyris—employee participation
decision making
a complex, cognitive process of choosing a particular course of action; the thought process of selecting a logical choice from available options
staffing
consists of recruiting, interviewing, hiring, and orienting staff; scheduling, staff development, employee socialization, and team building are also often included as staffing functions
full-range leadership theories
encompasses both the transformational elements of leadership (that is building trust, acting with principle and integrity, inspiring others, innovating, and developing others), transactional elements (that includes both constructive elements, e.g., contingent reward and corrective elements and management-by-exception) and avoidant or laissez-faire leadership behaviors
planning
encompasses determining philosophy, goals, objectives, policies, procedures, and rules; carrying out long- and short-range projections; determining a fiscal course of action; and managing planned change
transition-to-practice programs
help nursing students bridge from school into employment
controlling
includes performance appraisals, fiscal accountability, quality control, legal and ethical control, and professional and collegial control
clinical reasoning
integrating and applying different types of knowledge to weigh evidence, critically think about arguments, and reflect on the process used to arrive at diagnosis
problem solving
part of decision making; a systematic process focusing on analyzing a difficult situation involving higher order reasoning and evaluation
recruitment and retention
recruitment is not the key to adequate staffing in the long term; retention is, and it occurs only when the organization is able to create a work environment that makes staff want to stay
authentic leadership
suggests that in order to lead, leaders must be true to themselves and their values and act accordingly
principal agent theory
suggests that not all followers (agents) are inherently motivated to act in the best interest of the leader or employer (principal)
quantum leadership
suggests that the environment and context in which people work is complex and dynamic and that this has a direct impact on organizational productivity
placement
the astute leader is able to assign a new employee to a position within his or her sphere of authority where the employee will have a reasonable chance for success
staffing (the third phase in the management process)
the leader-manager recruits, selects, orients, and promotes personnel development to accomplish the goals of the organization
critical thinking
the mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion
recurrent and routine problem solving
using previous problem solving techniques to solve every day problems
directing
usually entails human resource management responsibilities, such as motivating, managing conflict, delegating, communicating, and facilitating collaboration
career stage: novice to expert
vBenner (1982) suggests that in the transition from novice to expert, nurses develop skills and an understanding of patient care over time through a sound educational base as well as experience. Thus, the new nurse moves from reliance on past abstract principles to the use of past concrete experience and changes his or her perception of situations to whole parts rather than separate pieces.