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Leadership-controll
| Question | Answer |
|---|---|
| is the use of formal authority to assure the achievement of goals and objectives. | CONTROLLING |
| It promotes effective use of resources, provides professional reinforcement, and maintains activity and expectations. | CONTROLLING |
| -Focus on operations before they begin. | Feed Forwards Controls |
| -Apply to processes as they are happening. | Concurrent Controls |
| -Focus on the results of operations. | Feedback Controls |
| Open chart review | concurrent process |
| Closed chart review | retrospective process |
| criteria and performance standards | a. Standards b. Time Controls c. Financial Controls d. Operational Controls e. Statistical Process Control f. The Just-in-time system |
| A method of acquiring and processing information needed to improve the individual’s performance and accomplishments. | Performance Appraisal |
| This is a method of rating a person against a set standard, which may be the job description, desired behavior, and Personal trait. | A.Trait Rating Scale |
| It focuses on job requirements and the quality of work performance. | B.Job Dimension Scales |
| This focuses on desired behaviors to improve performance | C.Behaviorally Anchored Rating Scale (BARS) |
| It is composed of behavioral statements that represent desirable behavior. | D.Checklist |
| It is a collegial evaluation of the performance done to promote excellence in practice and offer information, support, guidance, criticism, and direction to one another. | E.Peer Review |
| This tool allows the employee to evaluate his own performance. | F.Self-Appraisal |
| This tends to overrate staff based on the rater’s first impression of the rate. The evaluation is based on the good traits or good things one sees in person (Good things done overshadow errors). | Halo Effect |
| It is often based on first impression of the rater to the rate. | Logical Error |
| This rates the staff as average. The rater uses this when feedback tools are inadequate. | Central Tendency Error |
| There is the propensity to overlook the weaknesses and mistakes of the person being evaluated leading to an inaccurate picture of the job performance. | Leniency Error |
| The behavior of the rate changes simply because they know that he is being observed by the rater. | Hawthorne Effect |
| This occurs when rating an employee very low because of an error committed. (Poor performance overshadowed good performance/Underrated) | Horn’s Effect |
| A.Comment in writing on the quality of the nurse’s performance | Free Response Report |
| B. Indicate in a checklist the behaviour desired in the performance | Performance Checklist |
| C.Employee is ranked in relation to his co-workers. | Simple Ranking |
| D.Use graph or a numerical scale | Graphic Rating |
| E.Choose from a group of weighted descriptive statements those that best describe the nurse | Forced-choice Comparison |
| -The process of generating employee compliance with the institutional rules and regulations | Employee Discipline |
| Four Common Steps in Progressive Discipline | A.Informal reprimand or verbal admonishment B.Formal reprimand or written admonishment C.Suspension from work without pay D.Termination |
| Is an alteration imposed by external events or persons and occurs when unexpected event, force or reaction. | Unplanned Change |
| People are willing to adapt or change if it is justified and if they are shown how they can benefit from the change | Empirical-rational |
| Assume that people act according to their commitment to socio- cultural norms | Normative Re-educative |
| When you comply to the plans, direction of the more powerful | Power - Coercive |
Created by:
lessuy