2 intro

• Power is defined as the capacity to act or the strength and potency to accomplish something.
• The manager who is knowledgeable about the wise use of authority, power, and political strategy is more effective at meeting personal, unit, and organizational goals.
• Reward power is obtained by the ability to grant favors or reward others with whatever they value.
• Punishment or coercive power is based on fear of punishment if manager’s expectations are not met.
• Legitimate power is the power gained by a title or official position within an organization.
• Expert power is gained through knowledge, expertise, or experience.
• Referent power is power that a person has because others identify with that leader or with what that leader symbolizes.
• Charismatic power is distinguished by some from referent power.
• Informational power is obtained when people have information that others must have to accomplish their goals.
• Reactive planning occurs after a problem exists.
• Inactivism seeks the status quo.
• Preactivism utilize technology to accelerate change and are future oriented.
• Interactive or Proactive attempt to plan the future of their organization rather than react to it.
• Forecasting involves trying to estimate how a condition will be in the future.
• Strategic planning examines an organization’s purpose, mission, philosophy, and goals in the context of its external environment.
• Complex organizational plans that involve a long period (usually 3 to 10 years) are referred to as long-range or strategic plans.
• SWOT Analysis, also known as TOWS Analysis, was developed by Albert Humphrey at Stanford University in the 1960s and 1970s.
• Vision statements are used to describe future goals or aims of an organization.
• The mission statement is a brief statement identifying the reason that an organization exists.
• Functional nursing involves ancillary personnel collaborating in providing care to a group of patients under the direction of a professional nurse.
• Patient care units are typically divided into modules or districts and assignments are based on the geographical location of patients.
• During work hours, the primary nurse provides total direct care for that patient.
• When the primary nurse is not on duty, associate nurses, who follow the care plan established by the primary nurse, provide care.
• As the team leader, the nurse is responsible for knowing the condition and needs of all the patients assigned to the team and for planning individual care.
• Staffing involves recruiting, selecting, placing, and indoctrinating personnel to accomplish the goals of the organization.
• Steps in Staffing include determining 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.
• Total patient care, also referred to as the case method of assignment, involves patients being assigned as cases to a team of nurses for care.
• A leadership role in staffing includes identifying, recruiting, and hiring gifted people.
• Case management involves a collaborative process of assessment, planning, facilitation and advocacy for options and services to meet an individual’s health needs through communication and available resources to promote quality cost-effective outcomes.
• Nurses address each patient individually, identifying the most cost-effective providers, treatments, and care settings possible.
• Recruitment is the process of actively seeking out or attracting applicants for existing positions and should be an ongoing process.
• Modular nursing uses a mini-team (two or three members with at least one member being an RN), with members of the modular nursing team sometimes being called care pairs.
• The primary nurse assumes 24-hour responsibility for planning the care of one or more patients from admission or the start of treatment to discharge or the treatment’s end.
• The philosophy flows from the purpose or mission statement and delineates the set of values and beliefs that guide all actions of the organization.
• The organizational philosophy provides the basis for developing nursing philosophies at the unit level and for nursing service as a whole.
• Identify the process or steps needed to implement a policy and are generally found in manuals at the unit level of the organization.
• Movement, the change agent identifies, plans, and implements appropriate strategies, ensuring that driving forces exceed restraining forces.
• Expressed policies are delineated verbally or in writing.
• Kurt Lewin (1951) identified three phases through which the change agent must proceed before a planned change becomes part of the system: Unfreezing occurs when the change agent convinces members of the group to change or when guilt, anxiety, or concern can be elicited.
• Stages of change and responsibilities of the change agent: Gather data, Accurately diagnose the problem, Decide if change is needed, Make others aware of the need for change, Develop a plan, Set goals and objectives, Identify areas of support and resistance, Include everyone who will be affected by the change in its planning, Set target dates, Develop appropriate strategies, Implement the change, Be available to support others and offer encouragement through the change, Use strategies for overcoming resistance to change, Evaluate the change, Modify the change, if necessary.