leadership exam 4 study guide

7/24/2019 Leadership Exam 4 Study Guide

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$ree speechthe epressing of any views, argument, or dissemination thereof, written,

verbal, printed, etc' without threats or force or promise of benefit

Grievanceperception on the part of a union member that management has failed in

someway to meet the terms of the labor argument

Loc'outclosing a place of business by management in the course of labor dispute for the

purpose of forcing employees to accept management terms (ational Labor !elations )oarddetermine who should be part of the official bargaining

unit when a new unit is formed and who should be in the unit and ad)udicate unfair labor

charges *ro&essionalshave the right to be represented in the union

+nion Shopclosed shop, employees are re!uired to )oin and pay dues

union provides interest cards-. *nly +- of the potential members have to sign the

interest card to have a vote' .ometimes nurses get handed or mailed an interest card, and

signing it counts as one of those counted toward the +-' hey can be sneaky about it, like

0would you be interested in knowing what a union can do for you12 and so you think, 03es4 I

am always interested in learning more things2, but it is actually an 0interest card2 that the

union will show your facility to prove that members want to vote in a union' 5urses want unions6

% feel mistreated at work%workplace is unsafe%management has demonstrated that they will not listen or make improvements'%It used to be that healthcare workers couldn7t unionize, because a strike could put people7s

lives in danger'psychological tactic managers use against nurses, so nurses are cautious about voting in a

union, because they don7t want to endanger their patients with a strike'

Labor Legislation"

/. (ational labor %ct01agner %ct(gave unions many rights in organizing6 resulted in

rapid union growth2. a&t3artley %mendment(Returned some power to management, resulted in more

e!ual balance of power between unions and management5. 6ennedy Executive 7rder /899("mended the 89+: $agner act to allow public

employees to )oin unions4. %mendments to the Labor %ct(allowed non%profit organizations to )oin unions:. (ational Labor relations )oard ruling(allowed nurses to form their own separate

bargaining units

!easons 1hy (urses ;oin +nions"

/. o increase the power to the individual

2. o increase their input into organizational decision%making5. o eliminate discrimination4. ;ecause of social need to be accepted:. ;ecause they are re!uired to do so as a part of employmentoin +nions"

/. " belief that unions promote the welfare state ad oppose the "merican system of free enterprise2. " need to demonstrate individualism and promote social status


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5. " belief that professionals should not unionize4. "n identification with management7s viewpoints:.


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1agner act and prohibited un&air labor practices"

8' o interfere with, restrain or coerce employees in a manner that interfered with their rights

outlined in the act'B' o interfere with the formation of any labor organization or to give financial aid to the labor

organization

+' o discriminate with regard to hiring, tenure, etc' to discourage union membership' o discharge or discriminate against an employee who filed charges or testified before the 5AR;:. o refuse to bargain in good faith

Civil !ights %ct o& /8ustment %ctprovides employment rights and privileges for veterans with regard to

positions that they held before they entered the armed forces

7ccupational Sa&ety and ealth %ctspeaks to employers re!uirements to provide a place of

employment that is free from recognized hazards that may cause physical harm

Chapter 25Buality Control

Fuality control provides managers with the opportunity to evaluate organizational performance from

systematic, scientific, and ob)ective viewpoint' Managers must determine what standards will be used to measure !uality care and develop and

implement !uality control programs Managers must assess and promote patient satisfaction whenever possible

*ay &or per&ormance0?uality based purchasingcreated to align payment and !uality incentives and to

reduce costs through improved !uality and efficiency'


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ospital Consumer %ssessment o& ealthcare *roviders and Systems Surveyspublicly reported a

survey of patients7 perspectives of the care they received that focuses on the 0how often2 and the critical

aspect of care not necessarily if they were satisfied

(ational Committee &or Buality %ssurancecompare the !uality of care with patient outcomes, access

and availability, utilization, premiums and the plan7s financial stability and operating policies

#aryland ospital %ssociation Buality ndicator *ro>ecta research pro)ect that focuses on the

performance measurement of the system most fre!uently selected for meeting re!uirements, used as a

benchmark for identification and measurement

#ultistate (ursing ome Case #ix and Buality Demonstrationseeks to develop and implement both

a case mi classification system to serve as the basis for both Medicare and Medicaid payment and a

!uality%monitoring system to assess the impact of the case%mi payment

!eport cardsdesigned for ob)ective measures of !uality by using health plans, >C&, employer

purchasing groups, consumer information organizations and state governments however, there are different

performance measures used which can skew ob)ective viewpoints

*atient sa&ety and ?uality improvement actthe bill protects medical error information submitted to

new private organizations from being used in legal discovery and is treated as confidential

Leap&rog Groupa growing conglomeration of non%health%care fortune : companies leaders who are

committed to modernizing the current health care system

8' Computerized physician-provider order entryre!uires primary providers to enter orders into a

computer instead of handwriting which helps to reduce serious prescribing errorsB' Evidence based hospital referralsuggests that patients with high%risk conditions should be

treated at hospitals with characteristics shown to be associated with better outcomes+' Intensive care unit physician staffingeamines the level of training of IC# medical personnel

and suggests that the !uality of care in hospital IC#s is strongly influenced by whether intensivists

are providing care and the staff organization of the IC#' Leapfrog safe practices scoresendorsement of safe practices to reduce the risk of harm in

certain processes, systems, or environments of care

Six Sigma %pproachstatistical measurement that reflects how well a product or process is performing

the higher the values the higher the level of performance


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8. 1hat tas's are management &unctions o& ?uality control

%F Services to consumer3management will ?:thstep@ 6

% evaluate

3monitor

3 regulate

G *er&ormance is measuredagainst predetermined standards

G correct discrepancies6 between standards and actual performance

)F Controlling $unction"

*eriodic evaluation6 unit philosophy, mission, goals, ob)ectives

#easurement o& individual0 group per&ormance6 against pre%established standards

%uditing o& patient goalsand outcomes

CF Steps o& Buality Control"

/. he criterion or standard is determined

2. n&ormation is collected" to determine whether the standard has been met

5. Educational or corrective action"if the criterion has not been met

2. 1hat is benchmar'ing &rocess of measuring products, practices, services against best%performing

organizations

Measure6 products, practices, services angst best%performing organiz

Id desired standards of organiz performance

Hetermine how/why performance differs from eemplar orgnaiz role model for improvement


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5. otal Buality #anagement BF or continuous ?uality improvement" individual? customer@ is the

focal element Jproduction and service depend4 customer%responsive environment4 !uest for !uality is an

ongoing process'

Continuous purpose/ philosophy for improvement


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*ro&essional Specialty Certi&ication" demonstrate advanced achievement4 : years

)ene&its"

%Rapid promotions

%opportunities management advancement

%personal/proff feelings of accomplishment

%earn more4 salary incentives

%validation/ specialty knowledge competencies

% Credibility

%self%confidence

%greater autonomy

*atient 7utcomes3 based on certi&ications"

%assoc w/ better pt outcomes%no impact on mortality%nurses perception betterO%dec falls%employers should invest in those of ;.5

!e&lective *ractice" assessment of own practice4 id learning opportunities4

3*ro&essional *ort&olio" reflect professional growth throughout career

.hould contain63core competencies3biographical info3educational background3certifications3employment he38%B pg resumes3checklist3goals3developmental eperience3presentations3consultations3publications

3proff activities3honors3thank u letters

2. 1hich activities demonstrate a commitment to career planning

Sel&3assess" interests, skills, strengths, weaknesses, values

Determine goals"

%ssess organization" for opportunities


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%ssess opportunities" outside

Develop strategies

Evaluate3 plans

!eassess0 ma'e ne plans biannually

%ccomplished by" self% assess4 work environment assessmentH)ob analysis4 education4 training4

)ob search and ac!uisition4 work eperience

Career *lanning"evaluating strengths/ weaknesses4 setting goals4 eamining career

opportunities4 preparing for potential opportunities4 using appropriate developmental activities

Leadership !oles"

Is self%aware of personal values influencing career development

Encourages employees to take responsibility for their own career planning

Identifies, encourages and develops future leaders

.hows genuine interest in the career planning/development of all employees

Encourages and supports developments of career paths within and outside the organizations

.upports employees personal careers decisions

Role model for continued professional development

Emphasizes the need for employees to develop skill set necessary for E;&

.upports new grad nurses and their transition into practice

Role models lifelong learning as a professional epectation and responsibility

Encourages others to continue their formal education as part of their career ladder and professional)ourney

#anagement $unctions"

Hevelops fair policies related to career development

&rovides fiscal resources and release time for subordinate training and education

#ses a planed system of short and long term coaching for a career development

Hisseminates career and )ob information

$orks with employees to establish career goals that meet both needs

$orks cooperatively with other departments in arranging for the release of employees

Piews transitions to practice programs as an investment strategy to mitigate nurse turnover and

promote satisfaction

Coaches employees to create professional portfolios that demonstrate reflection as well as the

maintenance of continued competence "ttempts to match position openings with capable employees who seek new learning opportunities

Creates possibilities for career progression

&rovides opportunities for legacy clinicians to reinvent themselves to renew their potential vale to the

organization and their coworkers

Career Stages"


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romise! typically reflects the &irst ten years of nursing employment' Individuals in this stage tend to

experience reality overload and making career choices is critical in this stage' Naining experience,

identifying strengthsand building con&idenceand positioning for the future occur in this stage

"omentum!typically reflects //328 yearsof nursing eperience' hese nurses have expert 'noledge,

abilities, credentials, andeducationbase' his is the time of accomplishment, challenge,and a sense of

purposeand often achieves enough epertise to be a role model' Career stagnationcan occur in this stageif opportunities are not taken and challenges faced head on'

#arvest! 5I34I years'Expertclinicians, the eperimental value of nurses in the harvest phase may begin

to decline.hese nurse3leadersmust strive constantly forreinventionmilestones can be con!uered and

elevating their mastery while advancing their profession and positions as a professional statesperson occur

;usti&ications &or career development"

8' !educesemployeeattrition(career development can increase nurse turnover rates due to a lack

of )ob advancement

B' *rovidese?ualemploymentopportunity(minorities and other underserved groups will have an

easier time moving up if they are recognized early on

+' mprovesuseo&personnel(when nurses are kept in positions that they have out grown,

productivity is reduced

' mproves?ualityo&or'li&e(nurses increasingly want to control their own careers, less

willing to settle

:' mprovescompetitivenesso&anorganization(highly educated professionals often prefer

organizations that have a good track record for career development

Q' %voidsobsolescenceandbuildsnes'ills(because of rapid changes in health care, some

employees believe that their skills have become obsolete

' *romotesE)*(E;& is not the gold standard for practice yet many nurses still lack the skill and

confidence in knowing how to research for best practice

Career planning" .elf assesses interests, skills, strengths, weaknesses and values

Hetermine goals

"ssess the organization for opportunities outside

Hevelop strategies

Implement plans

Evaluate plans

Reassess and make new plans as necessary

Career #anagement

Integrate individual employee needs and organizational needs

Establish, design, communicate and implement career paths Hisseminate career information

&ost and communication all )obs for the organizational openings

"ssess employees career needs

&rovide work eperience for development

Nive support and encouragement

Hevelop new personal policies as necessary

&rovide training and education


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Career Coaching"

/. Gatheringby observing behavior one can see who has good communication, who is organized,

who uses effective negotiating, and who works collaboratively

2. %s'ing hat is possiblethe manager should assess the department for possible changes in thefuture, and potential challenges and opportunities' he manager should anticipate what kind of

changes are ahead, what pro)ects will need planned, and what staffing and budget changes will

happen5. Conducting the coaching sessionhelping employees increase their effectiveness, identifying

potential opportunities in the organization and advancing their knowledge, skills and eperience'

Important not to intimidate employees when asking about future plans' his process allows for the

manager to identify future managers

#anagement development(a planned system of training and developing people so that they ac!uire

skills, insight and attitudes towards managing people and their work effectively within the organization

*ro&essional specialty certi&ication")ene&its(provides a sense of accomplishment, validation of specialty knowledge and competence to peers

and patients, increased self confidence, promotes greater autonomy of practice, provides for increased

career opportunities and greater competitiveness in the )ob market, may result in salary incentives

!e&lective practicea process for the assessment of one7s own practice to identify and seek learning

opportunities to promote continued competence

!esume Structure"

=eep your writing clear and concise

ype the document in a single font format

#se bullet points or sentences

Include educational background, work history, awards/honors, scholarly achievements, and community

service activities

Ho not include personal information about life

Maimize your strong points and minimize weaknesses

5ever lie or outstretch info

#se good grammar, correct spelling and sentence structure

#se high%!uality heavy weight paper

Include a cover letter addressed to a specific individual when possible and briefly highlight points of

the resume

=now what you want to do so you can plan accordingly

=now what recruiters are looking for

>ighlight your accomplishments


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Chapter /:Employee !ecruitment, Selection, *lacement and ndoctrination

;

Chapter /:

/. 1hat is important about maintaining ade?uate sta&&ing

G important phase of the management process

G in health%care organizations because such organizations are usually

G labor intensive?i'e', many employees are re!uired to accomplish organizational goals@

2. 1hat can be said about sta&&ing turnover o does the economy a&&ect sta&&ing

G economy improvesJ more staff turnover %nursing shortages occur

K economy declinesJ less staff turnover% nursing vacancy rates decline as well

G .ome turnover is normal and in fact desirable

G It infuses the organization with fresh ideas and reduces the probability ofgroupthink

G >owever, ecessive or unnecessary turnover reduces the ability of the organization to produce its

end%product and is epensive

5. +nderstand the legal issues o& intervieing

llegal Buestions are"

G "geG Marital statusG ChildrenG RaceG .eual preferenceG


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)F Socialization"

G Aearning of the behaviors that accompany each role by instruction, observation, and trial and error

G Involves a sharing of the values and attitudes of the organization

G Creates a fit between new staff members and the unit by introducing them to the norms of the

group

G he first socialization to the nursing role occurs during nursing school and continues after

graduation

Se?uential steps in sta&&ing"

8' Hetermine 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

B' Recruit, interview, select, and assign personnel based on established )ob description performance

+' #se organizational resources for induction and orientation

' "scertain that each employee is ade!uately socialized to organization values and unit norms

:' #se creative and fleible scheduling based on patient care needs to increase productivity andretention

Leadership !oles"

8' &lans for future staffing needs proactively by being knowledgeable regarding current and

historical staffing variables

B' Identifies and recruits talented people to the organization

+' Encourages and seeks diversity in staffing

' Is self aware regarding personal biases during the preempolyment process

:' .eeks to find the best possible fit between uni!ue talents and organizational staffing needs

Q' &eriodically reviews induction and orientation programs to ascertain they are meeting unit goals

' Ensures that each new employee understands appropriate organizational policies

S' Continually aspires work environment that promotes retention and worker satisfaction

9' &romotes hiring based on preferred criteria

#anagement $unctions"

8' Ensures that there is an ade!uate skilled workforce to meet organizational goals

B' .hares the responsibility of the recruitment of staff

+' &lans and structures appropriate interview activity

' #ses techni!ues that increase the validity and the reliability of interview process

:' "pplies legal re!uirements of interviewing and selecting

Q' Hevelops established criteria for employment selection

' #ses knowledge of organizational needs and employee strengths to make placement decisions

S' Interprets info in employee handbook and provides info for revisions

9' &articipate actively in employee orientation

!ecruitmentprocess of actively seeking out or attracting applicants for eisting positions and should be

an ongoing process

he nurse recruiter may be very involved or not involved depending on the size of the

institution, the eistence of separate personnel department, the presence of a nurse recruiter

within the organization and the use of centralized or decentralized nursing management

urnoverinfuses the workplace with new ideas and reduces the process of groupthin'

where everyone shares similar thought processes, values and goals


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nterviea verbal interaction between individuals for a particular purpose%fre!uently accepted as the

foundation for hiring' + goals6

8' he interviewer seeks to obtain enough information to determine the applicants suitability for

the available position

B' he applicant obtains ade!uate info to make an intelligent decision about accepting the )ob if

offered

+' he interviewer seeks to conduct the interview in such a manner the regardless of the

interviewer7s result the applicant will continue to have respect for the goodwill towards the

organization

Aalidityoccurs when the interview measures what it is supposed to be measured(the potential

for productivity as an employee ?reliabilitymeasuring the same thing consistently)

Simple structured interviemotivation, physical, education, professional, military eperience, present

employer, previous positions, specific !uestions for registered nurses, personal characteristics, professional

goals, contributions to organizations, general !uestions

Evaluate the intervieby looking at the two largest aspects(the re!uirements for the )ob and personal

bias ?negative/positive feelings@Legal aspects o& ntervieing

ntervieing ips"

8' &repare in advance

B' *btain copies of philosophy and organization chart of the organization

+' .chedule an appointment for an interview

' Hress professionally and conservatively

:' &ractice responses to potential !uestions

Q' "rrive early on the day of the interview' Nreet the interviewer formally and do not sit down before they do

S' .hake the interviewers hand upon entering the room

9' .it !uietly, be attentive and take notes only when necessary

8' Ho not chew gum, fidget, slouch or play with things in your lap

88' "sk appropriate !uestions about the organizations

8B' "void a 0what can you do for me12 approach and focus

8+' "nswer interview !uestions as honestly and confidently as possible

8' .hake the interviewer7s hand at the close of the interview

8:' .end a brief, typed thank you note to the interviewer within B hours


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Chapter /


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he Learning 7rganization"

Piew learning as a key to the future for individuals as well as organizations

&romotes a shared vision and collective learning in order to create positive and needed

organizational change

=ey characteristics

o $ystems thin%ingthe organization encourages staff to see themselves as connected

to the whole organization and work actives are seen as having an impact beyond the

individual

o ersonal masteryeach member of the staff has a commitment to improve his or her

personal abilities

o &eam learningthrough a collaboration of team members in order to reach their

goals

o "ental modelsto foster development through diverse thinking and promote the full

potential for the individual to learn

o $hared visionthose with a shared vision are more likely to put their personal goals

and needs aside and instead focus on teamwork and collaboration

rainingan organized method of ensuring that people have knowledge and skills for a specific purpose

that they have ac!uired the necessary knowledge to perform the duties of the )ob

Educationmore formal and broader in scope' Recognizing educational needs and encouraging

educational pursuits are roles of the leader, the managers have to teach classes but are not formally

responsible for the employee7s education

Learning heories"

%dult Learning theoryandrogogyFare mature, self%directed people who have learned a great deal

from eperience7bstacles to learning"

Institutional barriers

ime

.elf%confidence

.ituational obstacles

igh self%motivation

.elf%directed

" proven learner

=nowledge eperience reservoir

.pecial individual assets

Social Learning theorysuggests we learn form our interactions with others in a social contet and has

four separate processes6

8' &eople learn as a result of the direct eperience for the effects of their actions

B' =nowledge is obtained through various eperiences, such as observing others actions


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+' &eople learn by )udgments voiced by others, especially when vicarious eperience is limited

' &eople evaluate the soundness of new information by reasoning through inductive and deductive

logic

7ther Learning theories"

'eadiness to learnrefers to maturational and eperimental factors in the learners background that

influence learning and is 5* the same as motivation to learn

"otivation to learnif learners are informed in advance about the benefits of learning specific content and

adopting new behaviors they are more likely to be motivated to attend a training session to learn

'einforcementgood preceptors can reinforce desired behavior because once a behavior or skill is learned

it needs to be reinforced until it becomes internalized

&as% Learningthe learning of comple task that is broken down into smaller parts, beginning with the

more simple tasks and then getting more comple

&ransfer of learningthe goal of learning is to be able to transfer new learning into the work setting, thereneeds to be as much similarity between the training content and the )ob

$pan of memorythe effectiveness of staff development activities depends on some etent the ability of

the participants to retain information

Chun%ingthis occurs when two independent items of information are presented and then grouped

together into one unit

(nowledge of resultspeople learn faster when they are informed of their progress and know how they are

measured against the epected outcomes

Se?uence &or developing an educational program"

/. Identify the desired knowledge or skills that the staff should have

2. Identify the present knowledge or skill

5. Hetermine the deficit of desired knowledge and skills

4. Identify the resources available to meet those needs

:. Make ma' use of available resources


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Chapter /@Sta&&ing (eeds and Scheduling *olicies

/. 1hat can be said about sta&&ing policies and sta&&ing ratios

G Employees are forced to work additional shifts, often under threat of patient abandonment

G $hile mandatory overtime is neither efficient nor effective in the long term, it has an even more

devastating short%term impact in terms of staff perceptions of a lack of control and its subse!uent

impact on mood, motivation, and productivity

2. 1hat is true about travel nurses and other sta&&ing alternatives

travel or agency nurses can fill in during a scheduling emergency

their pay can be hard on the budget,

compromise care continuity

Net paid more4 epensive for unit4 envy for employees4 don7t know specialties4 core

competencies4 no benefits

5. 1hat can be said about centralized and decentralized sta&&ing


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Centralized and Decentralized Sta&&ing"

Common sta&&ing and scheduling options in health care organizations"

Chapter /9Creating a motivating climate

#aslohierarchy of needs and theory of human motivation


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;elieved that people are motivated to satisfy certain needs starting with basic survival to comple

physiological needs

&eople seek a higher need only when the lower needs are met

;ecause of this managers began to realize that people are comple and are motivated by more than )ust

economic needs but have many needs motivating them all at once

S'inneroperant conditioning and behavior modification

&eople could be conditioned to behave in a certain manner through both reward and punishment

Chapter /

leadership exam 4 study guide

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