NCM-119-Module-3-1-2

They are crucial for the attainment of the organization's goals.

Intrapersonal, Interpersonal, Group, Intergroup, Organizational.

Train and develop subordinates.

To maintain confidentiality regarding sensitive personal communication between managers and subordinates.

Self-evaluation is the first consideration nurses must take.

In a consultative system, managers have substantial confidence in staff, set goals through discussion, and maintain considerable communication both upward and downward, while being familiar with staff problems.

It enhances compliance as people are less likely to resist change if they understand the reasons behind it.

Intersender conflict arises when an individual receives conflicting messages from two or more sources.

They experience personal frustrations resulting in negative behavior.

Long-term employment, slowed rates of evaluation and promotion, implicit control systems, holistic concern for employees, cross-functional rotation, participative decision making, and collective responsibility.

Avoiding, Accommodating, Compromising, Collaborating, Competing.

Authority to sign one’s name.

To develop the capability of the worker to solve their own problems and meet their own needs.

Intrasender conflict originates in the sender who gives conflicting instructions or expects conflicting or mutually exclusive behavioral responses.

Determine the basis of the conflict.

Cultural differences, different facts, divergent views of power and authority, communication barriers.

Conflicts should be addressed as soon as they are perceived and before they become felt or manifest.

Effective managers are highly sensitive to their staff and use communication to foster supportive relationships.

A professional organization is a group of people who share a set of professional values and who decide to join their colleagues to affect change.

The smoothing, accommodating approach (Lose/Win).

Causes of conflict include defiant behavior, stress from responsibilities and decision-making participation, crowded spaces, physician authority, incompatible beliefs and goals, and other factors like change and leadership style.

Functions as a role model, support, and resource person in delegating tasks.

The manager develops the framework, while the staff associate supplies the goals agreed upon by both.

To narrow the gap between the intended message and the received message.

Inspect, guide, evaluate, and improve work performance of employees.

Directing is getting the work done through others, involving the issuance of assignments, orders, and instructions to help workers understand expectations.

MBO is a process where superior and subordinate managers jointly identify goals, define individual responsibilities in terms of expected results, and use these measures to guide operations and assess contributions.

They serve as the linking process that unifies parts of the organization toward goal achievement.

The coexistence of personal and organizational needs, prioritizing individual needs.

A Bachelor of Science in Nursing for staff positions and a Master's Degree in Nursing for Deans, Chief Nurses, or Directors of Nursing.

Problems include lack of top management support, inconsistency among managers, goals being too easy, conflicts of goals and policies, accountability beyond control of subordinates, and lack of commitment from subordinates.

Performance evaluation forms.

A sense of responsibility to the profession or the hope of contributing to the greater good of the profession.

An authoritarian manner, using power/competition, restriction, and force (Win/Lose).

Assess results and give appropriate rewards.

Yes, nurses are often encouraged to participate in discussions regarding their working conditions.

Willfully betraying a professional secret, making sexual advancements, or making false statements.

Blocks or inhibitors that arise from the judgment, emotions, and social values of people; positive emotions indicate openness while negative emotions indicate barriers.

Criticality of decisions

A leader is self-aware and conscientiously works to resolve intrapersonal conflict.

By taking advantage of people's talents and allowing them to participate in planning, goal setting, and problem solving.

Qualifications, years of experience and training, age and physical condition, emotional stability, and life goals.

Authoritative management with little confidence in staff, no input from below, and reliance on policing and punishment.

Is sensitive to how cultural phenomena affect transcultural delegation.

It prevents problems.

Select the right person to whom the job is to be delegated, ensuring the employee is capable and has accountability and authority.

The interpretation of messages through signs and symbols, where barriers may include misinterpretation of meaning and poor listening habits.

It determines which technical advances can be used to promote efficiency and effectiveness of communication.

It facilitates mutual interaction and understanding, requiring listening and openness to others' viewpoints.

To assign specific tasks to workers with the authority to perform the job, while holding them accountable for the results.

Evaluating the staff and/or taking necessary corrective or disciplinary action.

Objectives should be simple, focused on what’s important, genuinely created from the bottom up, and treated as a living contract rather than a form-driven exercise.

The major aspects include technical considerations like budget preparation and equipment care, and human considerations focused on managing people effectively.

Consider making a change.

Control and coordinate the work of subordinates but do not peer over their shoulder.

Salary payment frequency can differ by employer, typically either weekly or bi-weekly.

Date of resignation, reasons for leaving, expression of gratitude, and clearance for responsibilities.

Establish parity between authority and responsibility to ensure the job can be done effectively.

They can find out even the most tightly guarded organizational secrets.

To seek a better position.

Role overload refers to a person being unable to accomplish so much within a limited time period, leading to sacrificed quality and exaggerated conflict.

A supportive environment that encourages positive values among its personnel.

It focuses on a better way of motivating people through their involvement.

Underdelegating

A breach of contract is a violation of contract by failing to perform one’s contractual obligations.

By carefully planning the delegation process and understanding the capabilities of clinical nurses.

Preparedness for the job, ability to work under stress, interpersonal skills, interest in the field, required skills, and hazards involved.

It is a minimum criterion in determining the most appropriate person to carry out delegated tasks.

Analysis of records and reports, personal data sheets, client records, and accomplishment reports.

The initial salary varies by institution and location.

Uninteresting jobs can challenge and motivate employees, while interesting jobs inspire them to achieve higher performance.

New employees may not be able to assume full responsibilities as quickly as those who have been on the job longer.

A natural motivation to exchange information.

By being enthusiastic, dedicated, sincere, and considerate.

Delegate consistently to empower and develop others, rather than to avoid unpleasant tasks.

Obtains needed unit resources through effective negotiation strategies.

Collaborating is an assertive and cooperative strategy aimed at finding mutually satisfying solutions, creating a win-win situation.

Self-appraisal promotes dignity and self-respect, encourages employee acceptance of improvement plans, and positions the manager as a coach rather than a judge. It prepares individuals for discussions and enhances perceptions of fairness.

Win-Lose, Lose-Lose, Win-Win, Competing, Compromise, Collaboration, Arbitration, Consensus, Problem Solving.

By being positive and enthusiastic role models.

An aggressor disapproves of others' values and feelings.

Evaluate the results.

By broadening the parties’ understanding about the problems.

Young nurses are preferred for beginning positions, while older nurses may feel more comfortable in administrative roles.

It leaves a friendly feeling towards superiors and co-workers, which may be beneficial for future references.

The manager should clarify who is accountable, for what task, when it is due, and how results should be reported.

A gap occurs when a job is left out with no one responsible, while an overlap happens when multiple people are responsible for the same job, causing confusion.

Person-role conflict results from a disparity between internal and external roles.

When appropriate, formally facilitates conflict resolution involving subordinates.

Compromises unit needs only when the need is not critical to unit functioning and when higher management gives up something of equal value.

Planning and implementation of career plans, involving both the individual and the employer.

In this style, managers are condescending to staff, set goals at the top, and have little downward communication. Decisions are made at the top with some delegation, and rewards and punishments are used as control.

Downward, upward, lateral (sideward), and outward communication.

Messages should be simple, exact, and concise to ensure understanding.

A process of symbol using, understanding interaction, and transference of information.

The goal is to seek a win-win solution to conflict whenever feasible.

It motivates staff members and leads to influence and power.

The number of hours per week, shift rotations, and payment for extra hours of duty.

Chances for promotion, support for further education, and attendance at professional meetings on official time.

The joy of meeting schoolmates and recalling meaningful experiences are precious moments money cannot buy.

Fulfilling people’s needs for communication and recognition.

Have adequate knowledge and preparation for the job.

Creates a work environment that minimizes the antecedent conditions for conflict.

It directly affects the strength and duration of the grapevine.

Avoiding creates a lose-lose situation through unassertive and uncooperative means, leaving conflict unaddressed.

Participative management involves complete confidence in staff, goal setting at all levels, extensive communication, and integrated decision-making throughout the organization with full staff involvement.

Mutual trust and confidence, where staff expect their leader to be technically competent.

It directly affects the attitude and productivity of their employees.

Communicates clearly and assertively in delegating tasks.

Due process of the law must be observed before nurses can be dismissed from their work.

By providing opportunities for encouragement, especially to new staff.

Formal (organization chart) and informal (grapevine).

Leadership is a major element of directing, as it involves guiding and motivating employees to contribute effectively to organizational objectives.

To provide graduates with opportunities to stay informed about school activities and to become active members of their profession.

Begin with the end in mind; specify desired results and the importance of the task.

Consultation minimizes problems and promotes teamwork.

Interrole conflict occurs when an individual belongs to more than one group.

Appropriately uses legitimate authority in a competing approach when a quick or unpopular decision needs to be made.

Role ambiguity is a condition in which individuals do not know what is expected of them.

Environmental factors that prevent or reduce opportunities for communication.

Overall responsibility, authority, and accountability for satisfactory completion of all activities in the unit.

Creates job description/scope of practice statements for all personnel.

By helping them identify alternative conflict resolutions.

Lack of confidence in their staff, feeling they can do the task better and faster, and fear of loss of control.

The confronting, collaborative, problem-solving approach (Win/Win).

Indirect delegation involves an approved listing of activities or tasks established in the policies and procedures of the healthcare institution.

By asking patients about the care they receive.

The 'I can do it better myself' fallacy.

Yes, many employers provide insurances, medicare, and retirement benefits.

The five rights of delegation are: right task, right circumstances, right person, right direction/communication, and right supervision.

When they have fresh news that is 'hot'.

Accepts mutual responsibility for reaching predetermined supraordinate goals.

Who the leaders are, how the grapevine operates, and what information it carries.

Represents individual responsibility, including evaluating one’s strengths and weaknesses, setting goals, and preparing for potential opportunities.

Drucker maintains that it is more productive for workers to set standards for performance and measure results against those standards.

Interpersonal communication and organizational communication.

Whether to choose a field that is crowded or one where there is a shortage of nursing professionals.

A periodic review for all delegated tasks.

To ensure that work is done effectively and efficiently while keeping the person satisfied and motivated.

They use avoidance, withdrawal, and an indifferent approach (Lose/Lose).

Lack of confidence in subordinates.

The number of vacation and sick leave days varies by employer.

Failure to use reasonable care or doing something a prudent person would not do.

Managers should give the necessary resources or explain why certain resources are unavailable.

Intragroup conflict occurs when the group faces a new problem, when new values are imposed from outside, or when one's extragroup role conflicts with one's intragroup role.

Keep staff as well informed as possible concerning work-related issues.

Greater distance reduces the opportunity to clarify intention.

Members may receive information on the organization's history, future meetings, current activities, and local contacts.

Direct delegation refers to verbal delegation regarding an activity or task in a specific nursing care situation.

Inadequate skills, knowledge, and attitude.

Observation of the worker.

The maximum salary also varies based on experience and specialization.

Asking questions discretely to find out the problems they encounter.

Delegating in advance involves specifying goals and objectives to be met within a set time frame.

At all levels in horizontal, vertical, and diagonal patterns.

Incompetence or lack of required ability and knowledge.

Avoid upward delegation; instead, ask workers for recommendations and encourage their input.

Maintain an open communication system that encourages feedback.

Extreme cold or heat may be distracting and affect communication.

It provides opportunities for involvement and leadership roles, which can enhance marketability.

Substantial discounts on continuing education.

Talk it over with the employer.

Subordinates should be given enough time to learn, as expertise can be achieved through training and experience.

Disorganization.

Bad or unskillful practice that injures the health or welfare of a patient.

Focus accountability on results rather than closely monitoring the process, which can undermine empowerment.

Intergroup conflict is common when two groups have different goals and can achieve their goals at the other's expense.

Is adequately prepared to negotiate for unit resources, including the advance determination of a bottom line and possible trade-offs.

The presence or absence of walls and equipment influences the kind of communication possible.

The compromise, bargaining approach (Lose/Lose).

Yes, traditional pay is typically provided for overtime work.

Negligence, incompetence, malpractice, and unprofessional behavior.

Work within the organizational structure and delegate down through the hierarchy without skipping authority lines.

Interpersonal conflict is common between two people whose positions require interaction with others filling various roles in the same organization or other organizations.

Identifying the impact of tasks on the organization and consumers helps in recognizing success and providing rewards.

Accommodating is cooperative but unassertive, while competing is power-oriented, assertive, and uncooperative.

Disturbances that obscure or reduce clarity or quality of a message.

Whether an examination is required and if a recommendation is needed.

One month.

When workers understand the assignments' importance, have the necessary skills, and can provide input, they are more likely to accept the tasks willingly.

It shapes a person’s attitudes and can carry both helpful and harmful information.

By knowing weaknesses and working to overcome them.

Major changes in management causing fear or uncertainty.

Addresses the need for closure and follow up the negotiation.

A strategic plan for one’s career that provides direction for formal education, experience, continuing education, professional association, and networking.

When information is of high interest and the messages are vague or unclear.

Reasons include assigning routine tasks, tasks for which the manager lacks time, problem-solving, changes in job emphasis, and capability building.

An organized or individual process for identifying specific job opportunities with an organization and the sequential steps in education, skills, and experience building needed to attain specific career plans.

Compromising involves a willingness to yield less than accommodators but more than competitors, seeking an expedient solution.

Concerns where you are today and where you are going tomorrow.