NR 446 LEADERSHIP PROFESSIONAL
COMPETENCY EXAM
◉ Informal structure. Answer: unplanned, often hidden, generally
naturally forming social network of employees, typically based on
camaraderie, resulting in more immediate response from individuals,
which saves peoples time and effort.
◉ Chain of command. Answer: formal paths of communication and
authority; those with the greatest decision making authority are at the
top, those with the least are at the bottom; level of position signifies
status and power.
◉ Span of control. Answer: number of people directly reporting to any
one manager represents that managers span of control and determines
the number of interactions expected of him or her. Inverse relation
between the span of control and the number of levels in hierarchy in an
organization.
◉ levels of managers. Answer: Top level, middle level, and first line
◉ examples of top level managers. Answer: chief nursing officer, chief
executive officer, chief financial officer
,◉ examples of middle level managers. Answer: unit supervisor, dept.
head, director
◉ examples of first level managers. Answer: charge nurse, team leader,
primary nurse.
◉ scope responsibility of top level managers. Answer: look at
organization as a WHOLE as well as external influences.
◉ Scope responsibility of middle level managers. Answer: focus is on
integrating unit level day to day needs with organizational needs.
◉ scope responsibility of first level managers. Answer: focus primarily
on day to day needs at unit levels.
◉ Centrality. Answer: where a position falls on the organizational chart,
determined by organizational distance. Refers to the location of a
position on an organization chart where frequent and various types of
communication occur.
◉ Matrix structure. Answer: designed to focus on both product and
function.
, ◉ example of matrix structure. Answer: good patient outcomes are the
product, and staff education and adequate staffing may be the functions
necessary to produce the outcome.
◉ Service line. Answer: can be used in some large institutions to address
the shortcomings that are endemic to traditional large bureaucratic
organizations. also called care-centered organizations.
◉ example of service line. Answer: overall goals would be determined
by the larger organization, but the service line would decide on the
process to be used to achieve the goals.
◉ flat design. Answer: an effort to remove hierarchical layers by
flattening the chain of command and decentralizing the organization.
Continues to be line authority because the organizational structure is
flattened, more authority and decision making can occur where the work
is being carried out.
◉ Stakeholders. Answer: those entities in an organizations environment
that play a role in the organizations health and performance or that are
affected by the organizations. Can be internal (nurse in hospital or
dietitian in nursing home) or external (local school of nursing, home
health agencies). Patient satisfaction, quality outcomes, fiscal
accountability.
COMPETENCY EXAM
◉ Informal structure. Answer: unplanned, often hidden, generally
naturally forming social network of employees, typically based on
camaraderie, resulting in more immediate response from individuals,
which saves peoples time and effort.
◉ Chain of command. Answer: formal paths of communication and
authority; those with the greatest decision making authority are at the
top, those with the least are at the bottom; level of position signifies
status and power.
◉ Span of control. Answer: number of people directly reporting to any
one manager represents that managers span of control and determines
the number of interactions expected of him or her. Inverse relation
between the span of control and the number of levels in hierarchy in an
organization.
◉ levels of managers. Answer: Top level, middle level, and first line
◉ examples of top level managers. Answer: chief nursing officer, chief
executive officer, chief financial officer
,◉ examples of middle level managers. Answer: unit supervisor, dept.
head, director
◉ examples of first level managers. Answer: charge nurse, team leader,
primary nurse.
◉ scope responsibility of top level managers. Answer: look at
organization as a WHOLE as well as external influences.
◉ Scope responsibility of middle level managers. Answer: focus is on
integrating unit level day to day needs with organizational needs.
◉ scope responsibility of first level managers. Answer: focus primarily
on day to day needs at unit levels.
◉ Centrality. Answer: where a position falls on the organizational chart,
determined by organizational distance. Refers to the location of a
position on an organization chart where frequent and various types of
communication occur.
◉ Matrix structure. Answer: designed to focus on both product and
function.
, ◉ example of matrix structure. Answer: good patient outcomes are the
product, and staff education and adequate staffing may be the functions
necessary to produce the outcome.
◉ Service line. Answer: can be used in some large institutions to address
the shortcomings that are endemic to traditional large bureaucratic
organizations. also called care-centered organizations.
◉ example of service line. Answer: overall goals would be determined
by the larger organization, but the service line would decide on the
process to be used to achieve the goals.
◉ flat design. Answer: an effort to remove hierarchical layers by
flattening the chain of command and decentralizing the organization.
Continues to be line authority because the organizational structure is
flattened, more authority and decision making can occur where the work
is being carried out.
◉ Stakeholders. Answer: those entities in an organizations environment
that play a role in the organizations health and performance or that are
affected by the organizations. Can be internal (nurse in hospital or
dietitian in nursing home) or external (local school of nursing, home
health agencies). Patient satisfaction, quality outcomes, fiscal
accountability.
