NURSE EXECUTIVE CERTIFICATION WITH COMPLETE SOLUTIONS 100%

NURSE EXECUTIVE CERTIFICATION WITH COMPLETE SOLUTIONS 100% Trait Theory a leadership theory that holds that effective leaders possess a similar set of traits or characteristics; Self confidence, acceptance of the consequences of one's actions, persistence, creative problem-solving, initiative, reilience, tolerance, ability to influence others, ability to structure social interactions, intelligence, integrity, nonconformity, cooperativeness, tact. Behavioral Theory Focuses on what leaders do or how they behave; categorizes leaders into their style of practice. Autocratic Democratic Permissive or laissez-faire Beaurocratic Autocratic Leaders Leaders who purport to change the behavior of subordinates through external control with the use of coercion, authority, punishment, and power. Democratic Leadedrs Leaders who appeal to the drive of their subordinates and influence change through participation, involvement of subordinates in goal setting, and collaboration. Permissive or Laissez-faire Leaders Leaders who use a "hands-off" approach and assume that people are able to make their own decisions and complete their work unaided by direction or facilitation. Bureaucratic Leaders Leaders who rely on organizational policies and rules to influence the behavior of their subordinates. Autocratic and Bureaucratic leaders..... Assume that external motivators cause subordinates to change their behavior. Democratic and Laissez-faire leaders...... Believe that behavior change is internally inspired or has an internal locus of control. Likert Developed the four quadrant model known as "System 4 Management" to illustrate the relationship between management style and outcomes; greater employee involvement yields greater committment to the organization and it's outcomes. Impoverished Leaders show low concern for both production and people; do the minimum required to remain employed Contingency Theory Also known as situational leadership; Refers to the ability to adapt one's leadership style to the situation at hand. Manager Follower Relationships To what degree the manager enjoys the loyalty and support of her followers. Task Structure The degree to which the task is clearly described or are there operating procedures in place to guarantee a successful outcome. Position Power To what degree is the manager able to administer rewards and punishment. Job Maturity The level of the employee's skills and technical knowledge relative to the task being performed. Psychological Maturity An employee's self-confidence and self-respect. Hersey and Blanchard Leadership Style S1-High Task/Low Relationship Telling; The leader tells the worker what to do and provides close supervision. Hersey and Blanchard Leadership Style S2-High Task/High Relationship Selling; The leaders makes decisions and coaches followers; the leader provides opporutnity for clarification Hersey and Blanchard Leadership Style S3- Low Task/High Relationship Participating; Both leader and follower participate in projects and decisions. Hersey and Blanchard Leadership Style S4- Low Task/Low Relationship Delegating; The leaders gives subordinates the freedom to mae decisions and carry out plans. Hersey and Blanchard Subordinate Readiness R1: unable and unwilling; insecure R2: unable but willing; confident R3: Able but unwilling; insecure R4: Able and willing; confident Vroom-Yetton's Expectancy Theory Gives a prescriptive approach for managers to decide how much participation they should solicit from their employees. They then use one of the five decision making approaches- telling, selling, consult, join, or delegate. Charismatic Leaders Leaders who have the ability to engage others becuase of the power of their personalities; inspire affection and emotional connection and may use the power of their personalities ot advance revolutionary ideas. Transactional Leaders Derived from social-exchange theory; Both manager and employee derive equal benefit form their relationship and the interactions between them are meant to achieve and maintain balance and status quo. Transformational Leaders Transforms the organization through contextual and cultural changes; aware of all that is going on in the organization; encourages risk-taking by subordinates and encourages and atmosphere of supportive trust and self-actualization of employees; moves the organization well beyond the current reality. Connective Leaders Draws on the leaders ability to bring others together as a means of effecting a change. Realize the whole is greater than the sum of it's parts and achieve results through collaboration, cooperations, coordination, and collegiality. Foster interconnectedness between disparate groups; known as bridge builders and able to overcome obstacles from hierarchical structures. Shared Leadership Based on the concept of empowerment; recognizes the significance of informal as well as formal leadership to the success of the organization. Acknowledges that no one power can have all the knowledge and influence needed to accomplish intended goals; epitomized by self-directed work and shared governance. Servant Leadership Puts other people and their needs above the leader's self-interest; success lies in stewardship. Transparency The opposite of secrecy; deliberate organizational move away from secrecy and opaqueness; encourage saccess to information, participation, and decision-making; creates a high level of trust among stakeholders; open acess to information and confidence in the competence of all involved. Matrix Structure Each department listed on an equal basis. Horizontal Structure CHain of command limited and managers fairly autonomous. Committee Structure an organizational structure in which authority and responsibility are held by a group rather than an individual Ad Hoc Committees Temporary committees formed to carry out a specific project or task as opposed to a standing committee which is permanent. Types of businesses sole proprietorship, partnership, corporation Sole proprietorship A business owned by one person Partnership Corporation A business owned by stockholders who share in its profits but are not personally responsible for its debts Organizational Theory Classical principles include: chain of command-line of command exists unbroken form top to bottom. unity of command- Each subordinate is acountable to only one superior. span of control- Defines the scope of responsibility of a given supervisor. Management Theory A means to accomplish an intended outcome through the work of others. Traditional management functions: Plan Organize Staff Lead Control Coordinate Frederick Taylor Father of scientific management; Focused on the concept of efficiency created through: Establishment of standards Time-motion studies Task analysis Job simplification Productivity incentives Henri Fayol French mining engineer and industrialist and champion of the management process school. Management Process School Examined the entire organization as a whole; emphasized competency rather than favor Narrow Span of Control Usually required for groups with complex tasks. Wide Span of Control Common when workers are involved in routine work becuase relatively little supervision is required. Family and Medical Leave Act 1993; Federal law that requires employers with 50 or more employees to provide -Unpaid leave and job-protected time off -Up to 12 weeks in any 12 month period for medical and family reasons (newborn, adoption, foster child, sick spuse/child/parent, adverse health condition) -Full or part time employees or worked more than 1,250 hours in the previous year. -Employer must provide same benefits and insurance coverage -26 weeks in a 12 month period to care for a service members spouse, parent or children. Americans with Disabilities Act 1991 Civil Rights legislation that provides people with mental and physicial disabilities access to employment and community resources. Must provide trnasportation and wheelchair accessibility. Telecommunications must accomodate the deaf and blind. Fair Labor Standards Act Establishes standards for minimum wage , record keeping, overtime, and child labor. Federal minimum wage, overtime pay Davis-Bacon Act Requires contractors and sub-contractors to be paid prevailing wage for public works projects. Walsh-Healy Public Contracts Act Establishes OT and minimumwage for government contracts worth more than 10k for manufacturing or supplying goods or equipment. Contract Work Hours and Safety Standards Act Requires contractors and subcontractors to pay OT of 1.5 times hourly wage for over 40 hours a week and prohinbits unsanitary or unsafe working conditions. McNamara-O'Hara Service Contract Act It requires contractors and subcontractors performing services on prime contracts in excess of $2,500 to pay service employees in various classes no less than the wage rates and fringe benefits found prevailing in the locality, or the rates (including prospective increases) contained in a predecessor contractor's collective bargaining agreement. Federal Wage Garnishment Law Sets limits on the amount of worker's wages that can be garnished and protects workers from being fired for having wages garnished. Equal Opprotunity Commission Enforces federal laws against discrimination in employment for employers with at least 15 employees in age discrimination cases. Civil Rights Act (1964) outlawed discrimination based on race, color, religion, sex, or national origin Civil Rights Act (1991) amended the original civil rights act, making it easier to bring discrimination lawsuits while also limiting punitive damages that can be awarded in those lawsuits Equal Pay Act 1963 law that required both men and women to receive equal pay for equal work Age Discrimination in Employment Act of 1967 Prohibits discrimination against workers over the age of 40 and restricts mandatory retirement Americans with Disabilities Act of 1990 A law passed in 1990 that requires employers and public facilities to make "reasonable accommodations" for people with disabilities and prohibits discrimination against these individuals in employment. Rehabilitation Act of 1973 added people with disabilities to the list of Americans protected from discrimination Genetic Information Nondiscrimination Act (GINA) Act that prohibits discrimination against individuals on the basis of their genetic information in both employment and health insurance. Occupational Safety and Health Administration (OSHA) Requires safeguards to prevent occupational exposure and incidents to be a part of infection control policies; regulates safety of medical devices. Elements of OSHA Guideline Framework Exposure control plan- outlines methids to reduce staff injury/exposure. Universal Precautions Work Practices- minimize danger and using newer and safer technologies as they become available such as needles engineered to prevent injury. Sharps disposal methods Post-exposure evaluation and treatment- Hep B vaccine available to healthcare workers