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Leadership-direct
| Question | Answer |
|---|---|
| The act of issuing of orders, assignments, instructions to accomplish the organization’s goals and objectives. | Directing |
| It entails explaining what is to be done, to and by whom, at what time, how and why the task should be done. | Directing |
| The act of assigning to someone else a portion of the work to be done with corresponding authority, responsibility, and accountability. | Delegation |
| Stems from the managers false assumptions that delegation may be interpreted as the lack of ability on his or her part to do the job correctly and completely. | Underdelegating |
| It unnecessarily burdens the subordinates with tasks that are either inconsequential or irrelevant to the delivery of the goal. | Over delegating |
| Delegation of tasks and responsibilities beyond which the person cannot perform properly. | Improper Delegating |
| The process of guiding and directing the work to be done. | Supervision |
| It entails motivating and encouraging the staff to participate in activities to meet goals and objectives and personal development and in helping the staff to do their work better. | Supervision |
| n is focused on the improvement of work rather than upgrading the worker. | Good Supervision |
| three areas of skill | Conceptual, technical and interpersonal |
| A planned experience to help employees perform effectively and to enrich their competence in practice, education, administration | Staff Development |
| It is re-training them for better performance in areas of skills, knowledge and attitude., and research. | Staff Development |
| Activity that links the different components of an organization and leads them toward goal achievement. | Coordination |
| A process, by which a message is sent, received, and understood as intended. | Communication |
| Types of Communication | Formal: Informal Verbal: Written Grapevine (Informal) - |
| passes through the hierarchy | Formal: |
| : no agenda needed | Informal |
| Conferences/ Endorsement/ Staff meetings/ change of shift reports | Verbal: |
| Patient’s chart / Memos / Directives / Manuals of Operation | Written |
| effective nurse manager uses the grapevine advantageously by maintaining an open and trusting relationship using formal communication channels and by giving pertinent information to liaison, influential or key people | Grapevine (Informal) |
| Environmental factors that prevent or reduce the opportunities for communication | Physical Barriers |
| Blocks or inhibitors to communication that rise from the judgements, emotions, and social values of people. | Social/Psychological Barriers |
| These are words, figures, symbols, penmanship, interpretation of messages through signs and symbols. | Semantics |
| : Defects in communication skills of verbalizing, listening, writing, reading and telephoning. | Interpretations |
| A desired result of any employee behavior is effective job performance. | Evaluation |
| : Take note of the response of patients after nursing care is done | Outcome or Product Evaluation |
| Nursing actions are examined to determine if client goals have been met or have not been met. | Process Evaluation |
| The goal is to obtain feedback on the systems such as financial and material resources, nursing personnel, policies and procedures. | Structure Evaluation |
| A natural, inevitable conditions and is often a pre requisite to change in people and organizations. | Conflict |
| This occurs when 2 or more groups attempt the same goals and only one group can attain them. | Competitive Conflict |
| This takes place in an environment filled with fear, anger and stress. There is no mutually acceptable set of rules and the goal of each party is the elimination of its opponent. | Disruptive Conflict |
| A method that represses rather than settles conflict, creating a win-lose situation in which the loser is left feeling angry and antagonist. | Dominance and Suppression: Win-Lose Strategy |
| An autocratic, coercive style that often leads to an indirect and destructive expression of conflict. | Restriction |
| A more diplomatic way of suppressing conflict wherein one persuade the opponent to give in to the other side. | Smoothing Behavior |
| Creates a situation in which there are no differences. | Avoidance Behavior |
| Resolves conflict by majority vote. | Majority Rule |
| A method where each side agrees upon solutions that meet everyone’s needs. | Compromise or Consensus Strategy |
| A constructive process in which the parties involved recognizes that conflicts exists and openly try to solve the problem. | Integrative Problem – Solving |
| Focuses on goals and attempts to meet the needs of both parties. | A Win – Win Strategy |
| One in which neither side wins; the settlement reached is unsatisfactory to both sides. | A Lose – Lose Strategy |
| Regarded as the most effective means of resolving conflict in which it is brought out in the open and attempts are made to resolve it through knowledge and reason. | Confrontation |
| - A technique where conflicting parties give and take on various issues. | Negotiation |
| tool used to visualize multiple tasks that need to be done | Gantt chart |
| graphic tool to visualize alternatives available, chance events and probable consequences | Decision tree |
| calculate time estimate for activitie | CPM (Critical Path Method) |
| identifying key activities in a project, sequencing activities in a flow diagram. Review previous activities before moving forward | PERT (Program Evaluation and Review Technique) |
Created by:
lessuy