TEST 1 CHAPTER 11
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Created by:
AngelaVail on July 9, 2011
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Description:
Understanding World of Health Care Employment
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76 terms
Terms | Definitions |
|---|---|
 Organizational Structure | Way a group is formed, chains of commands, lines of communication and processes by which decisions are made. |
| Mission Statement | Purpose of an organization, goals and functions |
| statement of philosophy | beliefs |
| Vision | Broad conceptional view of what an organization desires to be and do |
| Division of Labor | breaking work into pieces or tasks, assigned to various individuals or groups |
| Max Weber | father of organizational theory |
| Bureaucracy | administration of instiutions through departments or subdivisions managed by sets of officials who follow an inflexible routine.. |
| Centralized Structure | Authority to make decisions vested in a few individuals. |
| Decentralized Structure | Decision making involves a number of people/employees |
| Matrix | Tall or flat structure, second structure oversees the first. 2 lines of authority |
| Authority | Power/Right to take actions, give commands and make final decisions. |
| Accountability | Obligated to account for ones actions and possibly others. |
| organizational chart | a visual device that shows the structure of an organization and the relationships among workers and divisions of work |
| Span of Control | number of people supervised by one manager |
| Narrow span of control | Manager responsible for small number of people, 3-51 |
| Broad span of control | Manager responsible for larger number of people |
| Chain of command | aka Organizational Hierarchy |
| Chain of command | Path or authority and accountability from top to base. |
| Collaborative | accountability to those above but also to other departments. |
| channels of communication | "The methods or routes used to convey information from one person or area of the firm to others. May be downward to pass information to employees about decisions that have been made, or upwards to pass information up through the chain of command to help decision makers." |
| Looping | skipping a level in the chain of communication |
| Job description | description of the responsibilities associated with a given job |
| cross training | teaching functions normally associated with another position |
| clinical ladders | differientiates and defines skills and performance expected of nurses in terms of advancing levels |
| Policy | designated plan or course of action to be taken in a specific situation |
| Protocols | Special Unit policies |
| Procedure manual | written instructions describing accepted method for performing a particular nursing activity. Described in a number of steps. |
| standards of care | common or acceptable level of client care or performance. |
| Shared governance | establishes how the power of authority for a decision making is structured in an organization |
| Shared governance model | nursing staff and management are involved in decision making. |
| Nurse manager role | facilitates, integrates and coordinator of the processes that support the work of the staff nurse who is empowered to control their own practice. |
| Pros of shared governance model | accountablility, empowerment, conflict resolution and patient advocacy. |
| cons of Shared governance model | Time, cost and could be it's own demise |
| Shared governance | Senior clinical staff groups are empowered to establish and maintain care standards for nursing practice on their work unit. |
| Magnet Hospital | a hospital that demonstrates a high level of nursing care |
| Quality Nursing Care Processes | by ANCC. Focuses on practice and 8 structural features were identified by staff nurses as "Essentials of Magnetism". |
| Case method | pattern in which one nurse manages all the care a client or group of clients needs for a designated period of time. First method used. |
| Functional Method | A method of patient care that is task oriented and involves dividing the tasks to be done among staff members according to their abilities. During great Depression of 1930s |
| Con of Functional Nursing | no one nurse was responsible for planning of care. Lack of communication |
| Team Nursing | team of nursing staff, tasks delegated by a leader based on persons needs and team members abilities, observations reported to leader |
| Total Patient Care | The original model of nursing care delivery, in which one RN is responsible for all aspects of one or more patients' care. |
| Primary Care Nursing | RN performs total patient care, individualizes care. Staffed by all RNs |
| Pro of Primary care Nursing | Continuity of care, autonomy and control |
| Modular Care | pts care was divided into modules and the same team of care providers consistently was assigned to a particular module |
| Pro of Modular Care | Continuity of care and geographical closeness of unit. |
| Con of Modular Care | Increased cost of stocking each unit. Long corridors of hospitals instead of small units. |
| Partnership model | - "care pairs" an RN and LPN or CNA are paired to render care to a given amount of patients. |
| Case Management | a nursing care pattern; a case manager (an rn) coordinates a person's care from admission through discharge and into the home setting. May not do direct care. |
| Negotiations | exchange of ideas and values for purpose of reaching mutual decison regarding a particular situation. |
| Grievance Process | in a union shop this is the method used for addressing employee complains involving both contract interpretation and disciplinary actions. The employees complaint is referred to as a grievance |
| Complaint | is NOT in violation of a contract. |
| Collective Bargaining | negotiation between an employer and trade union |
| National Labor Relations Act | (FDR) A 1935 law, also known as the Wagner Act, that guarantees workers the right of collective bargaining sets down rules to protect unions and organizers, and created the National Labor Relations Board to regulate labor-managment relations. , Made sure workers were treated and payed well and not getting abused by their business. this law created the National Labor Relations Board to enforce the law and supervise shop elections |
| Taft Hartley act | Act that provides balance of power between union and management by designating certain union activities as unfair labor practices; also known as Labor-Management Relations Act (LMRA) |
| Negotiate | to bargain or confer wit another party to reach an agreement. |
| 3 phases of Negotiations | first: formal exchange second: Most attention to secondary issues third: as deadline approaches, issues are discussed realistically. |
| Interest Based bargaining | form of bargaining where the parties look for common ground and attempt to satisfy mutual interests through bargaining process |
| Concession bargaining | Negotiations that result in wage reductions or work rule "give backs" |
| Union | organization empowered by members to negotiate and enforce a contract. |
| Collective Action Division | Branch or part of a professional association that assumes roles and responsibilities of a union. |
| Contract | end of bargaining process. Agreement between 2 parties. |
| Ratified | formally approved |
| Unfair Labor Practice | An act, committed by either a union or an employer, that violates the National Labor Relations Act, such as failing to bargain in good faith. |
| Agency Shop | Clause that states that even if workers do not join the union, they must still pay the equivalent of dues to the union. |
| impasse | A problem or predicament with no obvious resolution aka deadlocked |
| Mediation | the use of a third party, called a mediator, who encourages both sides in a dispute to continue negotiating and often makes suggestions for resolving the dispute |
| Arbitrator | a person chosen to settle a dispute |
| Binding arbitration | process whereby a neutral party hears arguments from two opposing sides and makes a decision that both must accept |
| lockout | When management closes the doors to the place of work and keeps the workers from entering until an agreement is reached |
| strike | workers refuse to continue to work until certain demands are met. |
| reinstatement privilege | guarantee offered to striking employees that will be rehired after the strike as positions become available, provided they have not engaged in any unfair labor practices during the strike and the strike is lawful |
| authoritative mandade | high ranking person encourages a peaceful settlement |
| informational picketing | Type of picketing done to advise the public that an employer is nonunion |
| injuction | is a court order that prevents a party from performing a specific act. |
| government seizure | government employees come in and run an organization |
| strike breaking | causing employees on strike to cease the strike without having reached an agreement. |
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