There are some things that you are just going to have to recognize verbatim other things you will get right by an overall general understanding of the concept. Heaviest in chaps 1-5, if she mentions it in the pretest review, make sure that you go over everything that is mentioned. Just follow what she tells you. You can learn most of what you need from the boxes and tables. Doing the 2 ATI practice tests really helps with the overall concepts.
Here are some notes mainly from Debbie which she typed up before the test. You can use these as a base and add your own to them. These notes were made blind before the test and have not been added to with any post test info.
N9 midterm test review notes have been moved and posted into the comments section so as not to bog down the blog.
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Chapters 1-5
Leadership-use of personal traits and personal power to constructively and ethically influence patients, families, and others toward and end point or vision or goal. Does not involve coercion or manipulation of others. Makes known the goal or target.
Followership- the behaviors demonstrated by individuals with whom the leader or manger interacts. This is a healthy, assertive use of personal behaviors that contributes to patient, family, and healthcare team achievement. Not a passive process, behaviors that demonstrate collaboration, influence, and action with the leader.
Management: a set of behaviors and activities that provides structure and direction in conducting patient care and organizational functions where the norms and outcomes to achieved are known and where a desired sequence to accomplish these outcomes is prescribed, either in writing or thought historical practices embedded in the organization’s culture. Can be afforded to any staff member who bears responsibility to ensure that the process is carried out. Can also refer to engaging individual skills and abilities to organize self-directed actions to accomplish goals within a predetermined time frame.
One person can be all of those things: leader, manager and follower.
Preceptoral experiences
Look at staff as team and at decision making process
Preceptor-How makes decisions
Herzberg-Motivating and hygiene factor the two-factor theory
Hygiene factors Motivatior factors
Working condition Achievement
Salary recognition
Status satisfaction of the job
Security promote job enrichment by creating job satisfaction
Avoiding job dissatisfaction
Organizational behavior modification process (OB Mod): based on Skinner’s work on operant conditioning. OB Mod is an operant approach to organizational behavior. OB Mod Performance Analysis follows a three-step ABC Model:
A: antecedent analysis of clear expectations and baseline data collection
B: behavioral analysis and determination
C: consequence analysis, including reinforcement strategies
The leader uses positive reinforcement to motivate followers to repeat constructive behaviors n the work place. Negative events that demotivate staff are negatively reinforced, so the staff is motivated to avoid certain situations that cause discomfort. Extinction is the purposeful nonreinforcement (ignoring) of negative behaviors. Punishment is used sparingly because the results are unpredictable in supporting the desired behavioral outcomes.
Gardner’s tasks of leadership
1. Envisioning Goals: in partnership with those led. Need competence, trustworthiness, self-assuredness, decision-making ability, and prioritization skills.
Establishing vision: requires the leader to assess the current reality, determine and specify a desired end-point state, and strategize to reduce the tension between eh two state in a positive manner.
Creative tension: positive tension that moves the patient toward the desired goal.
Emotional tension: drains the energy of those experiencing the change.
2. Affirming values: values are the inner forces that give purpose, direction, and precedence to life priorities. A deep-seated, persuasive force driving how we choose to act and respond to others, powerful forces that promote acceptance of change and drive achievement toward a goal.
3. Motivation: tapping into what we value, personally and professionally, and reinforcing these factors to achieve growth and movement toward our vision. Are the reinforcers that keep positive actions alive.
4. Managing: an important subset of leading, esp. when the leader holds a position on importance in the organization.
5. Achieving Workable Unity: between and among the parties being affected by change and to avoid, diminish, or resolve conflict so that the desired vision can be achieved. Uses conflict-resolution skills.
6. Developing trust: Be trustworthy. Have a clear vision on goal to achieve high levels of performance by building on strengths. Telling the truth.
7. Explaining: Willingness to communicate and explain. Needs to do the following:
1. Know what information needs to be shared.
2. Know the parties who will receive the information. What will they “hear” in the process of the communication? Information that address the listener’s self-interest must be presented.
3. Provide the opportunity for dialogue and feedback. Face-to-face communication is preferred, affords immediate feedback and opportunity to clarify information.
4. Know that it is possible to give too much information; can paralyze listener and divert energy.
5. be willing to repeat information in many different ways at different times.
6. Always explain WHY something is being asked or is changing. The values behind the communication should be reinforced.
7. Acknowledge loss and provide the opportunity of r honest communication about what will be missed, especially if change is involved.
8. Be sensitive to nonverbal communication.
8. Serving as a symbol: reflects unity and collective identity.
9. Representing the group: through active participation
10. Renewing: leader generate energy within and among other, need to find a balance between problem solving (energy expending) and vision setting (energy producing). The key for renewal is the release of human energy and talent. (Gardner, 1990).
Bleich’s tasks of Management
1. Identifies systems and processes for which the manager has responsibility and accountability.
2. Verifies minimum and optimum standards/specifications for staff to achieve.
3. Validates the knowledge, skills, and abilities of available staff; capitalizes on strengths and strengthens areas in need of development.
4. Devises and communicates a comprehensive “big picture” plan for the division of work, honoring the complexity and variety of assignments made at an individual level.
5. Eliminates barriers/obstacles to work effectiveness.
6. Measures the equity of workload and uses data to support judgments about efficiency and effectiveness
7. Offers rewards and recognition to individuals and teams.
8. Recommends ways to improve systems and processes.
9. Involves others in decision making when appropriate or relevant.
Bleich’s tasks of Followership
1. Is individually accountable while working within the context of organizational systems and processes; does not change the way work is done fore personal gain or short cuts.
2. Honors the standards and specifications required to deliver acceptable care/service.
3. Offers knowledge, skills, and abilities to accomplish the task at hand.
4. Collaborates willingly with leaders and managers; avoids passive-aggressive or nonassertive responses to work assignments.
5. Includes data collection as part of daily work activities as a self-guide to efficiency and effectiveness and to contribute to outcome measurement
6. Demonstrates accountability foe individual actions within the team effort.
7. Takes reasonable risks as an antidote for fearing change or unk known circumstances.
8. give feedback on the efficiency and effectiveness of systems and processes that affect outcomes of care/service; values well-designed work
9. Gives and receives feedback to other team member, leaders, and managers to enhance a culture of nurturance and support
Chaos Theory-what is it
Organizational theories-what one is in use?
Chapter 2
Transactional vs. transformational leader
What are the characteristics?
Transactional leadership: the boss, makes the decisions with little or no input from subordinates. Three methods to move followers: 1) offering rewards to staff or followers for desired work, 2) monitoring work performance and correcting followers when a problem is noted, and 3) waiting until a problem occurs and then dealing with the issue retrospectively.
Rely on the power of the position and formal authority to reward and punish. Uses quid pro quo style: I’ll do x in exchange for your doing y.
Transformational leadership: seeks and welcomes input from followers as goals are formulated and decision are made. Collaborative, consultative, and consensus seeking and as ascribing power to interpersonal skills and personal contract. Goal is to transform people and organization in a literal sense, to change them in mink and heart.
Compare and contrast
Different roles may be used at different times
Different styles of leadership can and should be used at different times as appropriate to the situation
Determinants of job satisfaction
What is a mentor and what makes a good one?
Emerging workforce
Role and personality conflicts
Empowering staff
Chapter 3
Drucker’s 5 basic for a manager p37
Quantum leadership-how used
How do manager allocate resources at the unit level p43
Managed care is grounded in what theory? P43
Case management Pgs 43-45
Chapter 4
Veracity-honest, truthfulness
Autonomy-make independent decisions
Justice-fairness to all, sameness
Fidelity-loyalty, advocate for patient
Profession
Non-malfiencse-do no harm
Beneficence-do good only
Respect for others
MORAL model Box 4-3 p 69
Whistle blowers-what steps need to be taken for the suit to be validated?
Risk management: what is it and why is it used
Chapter 5
What assures high quality/ high acceptance decisions?
Brainstorming
How done
What purpose
Decision making styles (pages 2-3 ATI book)
Autocratic (authoritarian, directive): the leader makes the decision for the group and assumes people are externally motivated and incapable of independent decision-making. This style of leadership is most eff3ective in emergencies.
Democratic (participative, consultative: the leader encourages group discussion and collaborative decision-making. Individuals are empowered to make decisions to support eh leader.
Laissez-faire (nondirective, permissive, ultraliberal): the leader operates under the premise that the group is internally motivated and needs autonomy and self-regulation. The leader assumes a “hands-off: approach.
Bureaucratic: the leader presumes that group is externally motivated and does not trust self or others to make decision. Instead, the leader relies on organizational rules and policies, taking an inflexible approach.
Charismatic: the leader’s personality evokes strong feelings of commitment. The charismatic leader tends to form an emotional relationship with group members.
Transactional: this leader s focused on the day-to-day tasks necessary to achieve the organizational goals. The leader provides incentives to promote loyalty and performance.
Transformational: the leader fosters creativity/ risk-taking, commitment, and collaboration by empowering the group to share in the organization’s vision. The leader facilitates individual independence, growth and change, and converts followers in leaders through shared values, honest, trust, and continued learning.
Connective: the leader promotes collaboration and teamwork within the organization and among other organization in the community.
Shared (participatory, inclusive): the leader assumes that a professional work force contains many leaders. No one person is considered to have more knowledge or ability than anyone else. Members of the group are drawn into the decagons making For example, staff nurses and the nurse manager share a vision of their preferred futures. The nurse manager develops the vision independently after receiving group input.
Decision making
Tools
Most important-ID the problem
Chapter 8
Change-why important
Planned changed approaches
Ambiguous
Fluid
Multiple
Complex
Unstable
Uncomplicated
Directional
What is the difference?
(Theory box p 125)
How should a change agent be viewed by staff?
What strategies used to improve staff buy-in to the change process?
Chapter 10
What are the correlated of job satisfaction
What are the reasons for collective bargaining?
What is the purpose of collective bargaining per the book?
What is workplace advocacy and how is it used
What is negotiation: negotiator? Facilitation? Facilitator? Mediation? Mediator? Arbitration? Arbitration?
Statutory supervisor-given title with defined powers
Differentiated nursing practice:
Nursing care delivery strategies?
Differences between
Nursing care plan
MD orders
Critical pathway
Standing orders
Chapter 18
Now implication of cultural imposition
Undertand language of cultural sensitivity
What is cultural sensitivity?
Motivational theories
Maslow’s H of Needs pg7
Self-actualizing
Esteem
Social
Safety
Physiological
Expectancy theory-perception of positive relationship between outcomes and rewards
Only motivational if outcomes is equal to or exceeds (is worth) effort put into it.p8
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