| A | B |
|---|
| Assertiveness | acknowledging, expressing, and acting on one’s rights as a human being while respecting the rights of others. |
| Associate Nurse | under the primary care model, another nurse who is assigned to the patient and who serves as the primary nurse’s backup by making decisions about care on the primary nurse’s days off. |
| Assessment Omaha Categories | 4 primary: (1) environmental factors (2) psychosocial patterns of behavior, communication, relationships & development (3) physiological functions (4) health related behaviors. |
| Autocratic Decision Making | (1) directive – managers solve problems alone w/o assistance (2) directive consultation – may get input from subordinates but make final decision (3) individual consultation – manager solicits ideas from subordinates in one-on-one basis then makes decision. |
| Case Management | most recent method of health care delivery model. A person functions as case manager for a patient or family and is responsible for initial home visit to assess needs, develope a care plan, and delegate responsibilities to other nurses and members of the health team; in hospitals based on critical pathways which are associated with certain DRG categories. |
| Case Manager | (1) manager/coordinator of care in area of expertise (2) in the community incl making initial home visit to assess needs, dev a plan of care, delegate responsibilities to other members of team & provide ongoing evaluation of services rendered (3) does not generally provide direct patient care (4) used in manaed care systems, especially w/high-risk clients. |
| Case Method | type of nursing care delivery still provided in-home settings by family members who have sick relatives. |
| Change Agent | someone who creates change. |
| Center for Nursing Classification and Clinical Effectiveness | institution aiming to facilitate ongoing research related to classification systems. |
| Common Language | in a professional context, a language that includes words, concepts, and labels with universal meanings that describe what members of a profession do, which is largely based on the needs and experiences of the people they serve. |
| Communication | exchange of information and ideas; primary key to good patient care. |
| Collective Bargaining | process of negotiation that gives employees who are members of unions an opportunity to participate in the management process of the facilities and institutions in which they work. |
| Conflict Management | process of acknowledging the existence of disagreement and/or opposition and then trying to resolve it. |
| Contingency Theory (closely related to Transformational Leadership) | (1) style of leadership, according to Fiedler, that assumes leaders must adapt their style to specific situations (2) Paul Hersey & Ken Blanchard matched leadership style to employees’ willingness & ability to perform (3) Victor Vroom & Phillip Yetton prescribed leadership styles based on the needs of the employees. |
| Delegated Tasks | the delegator retains the responsibility for the task delegated and must (1) supervise the person the task is delegated to (2) make sure the task is delegate to personnel with experience or education of the task level (know the competencies of the people to whom they give assignments). |
| Democratic Decision Making | includes: (1) group consultation – manager makes final decision but group members feel they had apart in the decision (2) group participation – manager informs subordinates about problem then allow subordinates to from group solution (3) group delegation-- subordinates make decision & keep manager informed. |
| Differentiated Nursing Practice | based on the belief that nursing roles and responsibilities should be structured according to the level of education, clinical experience, and competencies of the nurse. |
| Disease Management | system emphasizing the prevention of disease exacerbations and complications through the use of evidence-based practice guidelines and strategies for patient empowerment. |
| Educational Competencies | for Graduate ADN Programs published by the National League for Nursing is one attempt to define & clarify competencies that are unique to AD nurses. |
| Five Classification Systems | (1) North American Nursing Diagnosis International Classification System (2) Nursing Interventions Classification (3) Nursing Outcomes Classification (4) the Omaha System (5) Minimum Data Set |
| Follower Readiness 4 levels | (1) able/willing/confident – leader may simply delegate task; little support/guidance may be needed (2) able but unwilling/insecure – ldr may participate w/follower in task giving more support & correcting prn (3) unable but willing/confident – choose to explain task in detail & encourage person ; high levels of guidance & support needed (4) unable/unwilling/insecure (task must still get done) leader may be intentional about training or guidance than support. In later two leader is directive, in frmr follower takes initiative. |
| Functional Nursing | (1) task-oriented nursing care popular during the depressioin & WWII d/t nursing shortage, involved assignment of various functions or activities to different people (2) method considered to fragmented received much criticism (3) new system of nursing devised to improve patient satisfaction (“Care through others” became the hallmark of team nursing). |
| Group | a number of people gathered together with some common goal or purpose. |
| Group Process | way that groups organize, conduct themselves, and work together in order to solve problems. |
| Intervention Omaha Categories | (1) health, teaching, guidance & counseling (2) treatments & procedures (more technical activities designed to prevent, disease or alleviate signs & symptoms) (3) case management (coordination of services, advocacy & referral) (4) surveillance (monitoring or following up). |
| Laissez-Fair Leadership | style of leadership allowing staff members to make decisions for themselves based on the assumption that employees are motivated by internal forces and do not require management participation. |
| Leadership Models | are dependent upon the ability of the leader to understand the needs of the staff, the requirements of a task, the expectations of the organization & the skills & competencies of the workforce. This knowledge will only result when the leader grasps the situation & applies appropriate leadership tools & behaviors. |
| McGregor, Douglas | creator of theories X & Y, suggests that certain assumptions or propositions (theories) about basic human nature govern the management styles of leaders or managers in relation to their employees. |
| Minimum Data Set | for Nursing Home Resident Assessment and Care Screening (MDS) classification system used to fulfill the legal requirement that any long-term care facility receiving federal funds must assess its residents on admission and every three months thereafter. |
| Multicratic Leadership | style in which the leader provides structure or a more relaxed and flexible approach as needed; the type of leadership style used most often in health care; combines the most favorable aspects of all styles as mediated by the circumstances at hand; takes into account the emotional needs of the employee (situational does not take employee feelings into account). |
| Negotiation | type of communication skill usually associated with the process of collective bargaining; strategy used by nurses with employers, patients, and colleagues. |
| Normative Theory (Victor Vroom & Phillip Yetton) | (1) extends situational model offering guidelines on how decisions should be made in certain situations (2) depends on supervisor’s analysis of the situation (3) identifies 6 decision-making methods ranging from highly autocratic (in which the manager makes the decision) to highly participative/democratic (in which there is some form of group participation). |
| North American Nursing Diagnosis Association International (NANDA-I) | organization aiming to develop language into a taxonomy for nursing in hopes of creating a common language of nursing diagnoses that can be used by all nurses. |
| Nursing Diagnosis | clinical judgment/assessment by a nurse of the real or potential health problems faced by individuals, families, and communities, which provides a guide for further action. |
| Nursing Interventions Classification (NIC) | classification system focusing on a common standardized and comprehensive language for nursing interventions; initially designed by nurses at the University of Iowa. There are 3 primary categories of intervention: (1) interventions for illness treatment (2) interventions for illness prevention (3) interventions for health promotions. |
| Nursing Outcomes Classification (NOC) | Classification system that labels and defines nursing outcomes for patients, their families, and communities to evaluate the effects of various nursing interventions. |
| Nursing Informatics | subject area combining nursing science, information processing theory, and computer science. |
| Nursing Information System (NIS) | consists of automated processes that assist nurses with data management. |
| Omaha System | common nursing classification system that generates information on client needs, interventions related to those needs, and outcomes. |
| Omnibus Budget Reconciliation Act (1991) | law that established the Minimum Data Set for Nursing Home Resident Assessment and Care Screening. |
| Organizational Strategies 2 Basic types: | (1) differentiated nursing practice (2) shared governance. |
| Outcome Omaha Categories | are measured on a 5 point Likert Scale & focuses on (1) clients’ observable knowledge (or the ability of the client to remember & interpret information) (2) clients’ observable behavior in relation to their problem (3) objective & subjective defining characteristics related to the problems. |
| Outcome | any result of a medical intervention; may be subject to both positive & negative changes all of which can be objectively assessed & measured by the nurse & made amenable to various nursing interventions. |
| Partners-In-Practice Model | an RN and another nurse or unlicensed health care worker work together to meet patients’ needs; requires good & stable staffing. |
| Primary Care | method of care where one registered nurse is primarily assigned to a patient upon his or her entry and is considered responsible for that patient’s care from admission through discharge; not effective w/short term clients. Advantage: continuous continuity of care. Disadvantage: S&S of complications might be missed if other health care workers believe that a client assigned to a primary nurse is not their responsibility. |
| Primary Nurse | nurse primarily responsible for a given patient under the primary care model. |
| Resource Management | evaluation of cost-effective measures to provide care. |
| Resident Assessment Protocols | under the MDS that provide standardized guidance if problems related to MDS-measured areas are identified. |
| Shared/Collaborative Governance | model wherein both staff nurses and those in management positions in a health care facility make decisions collaboratively. |
| Situational Leadership (developed by Paul Hersey & Ken Blanchard) | (1) style of leadership based on the premise that followers are all at different levels of readiness for the tasks they are expected to perform (2) Leaders of this style match the readiness level of the follower with the appropriate leadership style. |
| Team Nursing | (1) response to postwar nurse shortage (1950s) involve division of nursing units into teams w/team leaders responsible for making specific patient assignments, planning care, and delegating other tasks (2) dev under a grant (W.K. Kellogg Foundation) directed by Eleanor Lambertson at Teachers College, Columbia University in N. Y. (3) due to functional method criticisms a new system was devised to improve client satisfaction (4) “Care thru others” became team nursing hallmark (5) dev because of social & technological changes in WWII. |
| Theory X (designed by Douglas McGregor) | (1) assumes employees basically do not want to work, prefer leisure, and avoid responsibility. Leadership strategies: based on these beliefs would include close supervision, direction, rules & regulations, motivation, incentives, rewards & even sanctions. |
| Theory Y (designed by Douglas McGregor from Maslow’s self-acutalization theory) | assumes that (1) given the right work conditions, employees really do enjoy & derive satisfaction from work (2) workers will exercise self-direction & control responding to intrinsic not extrinsic rewards if committed to their own & their employer’s objectives. Leadership strategies: focus on providing more opportunities for job satisfaction & encouraging democratic involvement. |
| Time Management | involves establishing priorities and setting limits. |
| Total Patient Care (TPC) | model wherein a nurse is assigned a group of patients for each shift and is responsible for all of the patients’ needs, including all treatments and medications. |
| Taxonomy | diagnostic classification system; is the practice and science of classification. |
| Transformational/Visionary/Charasmatic Leadership | (1) leadership style embracing people 's intuitive/emotional nature thru emphasis on interpersonal relationships (2) emphasized need to integrate traits & behaviors in order to dev leaders who can work w/in system, remain flexible in respondse to organization's & employees' needs & develop trust & commitment to organizational goals. |
| "five rights" of delegation | (1) right task (2) right circumstances (3) right person (4) right direction/communication (5) right supervision/evaluation. |
| Likert scale for the NOC System | (1) extremely compromised (2) substantially compromised (3) moderately compromised (4) mildly compromised (5) not compromised |
