Team Building & Leadership

  1. List in order the structural components and developmental stages of a group.
    • 1. Forming
    • 2. Storming
    • 3. Norming
    • 4. Performing
  2. This stage of group development includes:
    - Testing to ID boundaries / know what is acceptable
    - ID group tasks and methods




    B. Forming: Meet and Greet
  3. This stage of group development includes:
    - Sorting each other out, begin feeling comfortable
    - Resistance, conflict, and disagreement may occur
    - Progression of trust, positive competition, and effective bargaining





    D. Storming (Stage 2): Who's on first? who are you? who am I?
  4. Which stage of group development is this:
    - Establish work rules and how to design plan
    - Consensus evolves with group cohesion development
    - Cooperation improves; conflict and resistance are overcome





    D. Norming (stage 3): All on the same page
  5. List which stage of group development this is:
    - Interpersonal structure focuses on task and completion
    - Roles become more flexible and functional
    - Constructive efforts are undertaken to complete task 





    C. Performing (stage 4): getting it done
  6. Staff meetings and suggestion box are examples of:

    a. Downward channels of communication
    b. Upward channels of communication
    b. Upward
  7. Employee handbooks, reports, and job descriptions are examples of:

    a. Downward channels of communication
    b. Upward channels of communication
    a. Downward
  8. T or F: When using channels of communication, Bias and filtering increase as information is passed downwards
    False: Upwards
  9. Which Channels of communication allows for employee input?
    Upward
  10. Scheduled touch-point meetings and/or conference calls for progress / updates are examples of what kind of collaborative communication?
    Direct Supervisor Reports
  11. Why is Grapevine communication considered uncollaborative?
    • It flows haphazardly between people of all levels and usually involves 3-4 ppl at a time
    • Subject to error and distortion because of the speed it passes
    • Sender ha little formal accountability for the accuracy of the message
  12. List some leader strategies to create a "motivating climate"
    • Have clear expectations
    • Encourage teamwork
    • Know the uniqueness of each employee
    • Reward desired behavior
    • Allow employee contribution
    • Recognition
  13. Give definition and list components of "Just Culture"
    • Giving constructive feedback and critical analysis in skillful ways based on facts with respect for the situation:
    • 1. Encourage error/near miss reporting
    • 2. Organization can learn from reporting
    • 3. Philosophy suggests rewarding staff who report to create a climate without fear of reporting
  14. List positive characteristics of Team Building
    • 1. Use and respect of social interactions
    • 2. Clear and concise communication among leader and members
    • 3. Utilization of educational process:
    •  - Training: organized method of ensuring people have knowledge and skills for a specific purpose
    •  - Education: more formal and in scope than training, designed to develop individuals in a broader sense.
  15. List reasons why Strategic Plans can fail
    • False assumptions
    • Different focuses
    • Inadequate time or resources
    • Low motivation
    • Inadequate delegation
  16. Match:
    This planning type, plans AFTER a problem exists




    C.
  17. Match:
    This planning type considers the status quo as the stable environment and spend energy preventing change and maintaining conformity.




    B.
  18. Match:
    This planning type utilize technology to accelerate change and are future-oriented.




    A.
  19. Match:
    This planning type style is interactive and occurs in anticipation of changing needs to promote growth.




    D.
  20. What does SWOT in strategic planning stand for? Which ones are internal and external?
    • Strength: internal attributes that help organization to achieve obj.
    • Weakness: Internal attributes that challenge an organization in achieving obj.
    • Opportunities: external conditions that promote achievement of organizational objectives
    • Threats: external conditions that challenge or threaten achievements of organization objective
  21. Match if for Leaders or Managers:

    1. Often do not have delegated authority but obtain power
    2. Always assigned a position within organization

    3. Have a legitimate source of power with delegated authority
    4. Are expected to carry out specific functions

    5. Have a wider variety of roles than the other
    6. Emphasize control of costs and staff / inventory utilization

    7. Have decision making and analysis of results
    8. Focus on group process, info gathering, feedback, and empowering others
    • 1. L
    • 2. M

    • 3. M
    • 4. M

    • 5. L
    • 6. M

    • 7. M
    • 8. L
  22. Which of these attributes define a "Good Leader"

    a. envision the future
    b. communicate their vision
    c. coordinate resources
    d. Take risks
    e. plan, organize, control, and direct
    f. use reward and punishment to achieve organizational goals
    g. influence others to accomplish goals
    • a. envision the future
    • b. communicate their vision
    • c. coordinate resources
    • d. Take risks
    • e. plan, organize, control, and direct
    • f. use reward and punishment to achieve organizational goals
    • g. influence others to accomplish goals
  23. Which of these characteristics define a "Good Manager":

    a. coordinate resources
    b. follow rules
    c. envision the future
    d. take risks
    e. plan, organize, control, and direct
    f. motivate followers
    g. follow rules
    h. use reward and punishment effectively to achieve organizational goals
    • a. coordinate resources
    • b. follow rules
    • c. envision the future
    • d. take risks
    • e. plan, organize, control, and direct
    • f. motivate followers
    • g. follow rules
    • h. use reward and punishment effectively to achieve organizational goals
  24. Which of these characteristics fit "Transactional Leadership":

    a. Identifies common values
    b. Inspire others with vision
    c. Focuses on management tasks
    d. is a caretaker
    e. Looks at effects
    f. Examines causes
    g. Uses contingency reward
    • a. Identifies common values
    • b. Inspire others with vision
    • c. Focuses on management tasks
    • d. is a caretaker
    • e. Looks at effects
    • f. Examines causes
    • g. Uses contingency reward
  25. Which of these characteristics fit "Transformational Leadership": 

    a. Identifies common values
    b. Is a caretaker
    c. Uses trade-offs to meet goals
    d. Inspires others with vision
    e. Has long-term vision
    f. Uses contingency reward
    g. Empowers others
    • a. Identifies common values
    • b. Is a caretaker
    • c. Uses trade-offs to meet goals
    • d. Inspires others with vision
    • e. Has long-term vision
    • f. Uses contingency reward
    • g. Empowers others
  26. What are the 6 distinguishing traits of Integrated Leaders / Managers?
    • 1. Think "longer term"
    • 2. Look "outward, toward the larger organization"
    • 3. Influence others beyond own group
    • 4. Emphasize vision, values, and motivation
    • 5. Politically astute
    • 6. Think in terms of change and renewal
  27. Scientific Management (1900-1930) was created by Frederick Taylor. What was his FOUR overriding principles of scientific management?
    • 1. By using scientific methods, work could be scientifically designed to promote greatest efficiency of time and energy
    • 2. A scientific personnel system must be established so that workers can be hired, trained, and promoted based on their technical competence and abilities.
    • 3. Workers should view how they "fit" into the organization and how they contribute to overall productivity. This provides common goals and sharing of organization mission.
    • 4. The relationship between managers and workers should be cooperative and independent, and work should be shared EQUALLY, even though their roles were not the same.
  28. What was the negative consequence of Scientific Management by Frederick Taylor (1900-1930)?
    Even though productivity and profits rose dramatically, experts argued that it lacked humanism and that his scientific principles were not in the best interest of unions or workers.
  29. What brought about the Human Relations Management Era (1930 - 1970)? List some of the ideas that emerged and came into practice. (4)
    • During the 1920s, worker unrest developed due to the Industrial Revolution which created  great number of unskilled laborers working in large factories. The human relations era attempted to correct hat was perceived as the major shortcoming: a failure to include the "human element."
    • Ideas:
    • 1. Mary Follett (1926): believed that managers should have authority WITH, rather than over employees. Thus, solutions can be found that satisfied both sides without having one side dominate the other.
    • 2. Elton Mayo (1953): found that informal work groups and a socially informal work environment were factors in determining productivity. He also suggested more employee participation in decision making
    • 3. Douglas McGregor (1960): Labeled two types of Managers (X & Y)
    •  - X type believed that employees were lazy, needed constant supervision, and indifferent to organizational needs.
    •  - Y type believe that workers enjoy their work, self-motivated, and willing to work hard to meet goals.
    • 4. Chris Argyris (1964): says that managerial domination causes workers to become discouraged and passive. Self-esteem and independence needs must be met, and the need of flexibility in an organization.
  30. What are the Five management functions identified in 1925?
    • 1. Planning - lists goals, objectives, fiscal course of action, manage planned change
    • 2. Organization - establish structure to carry out plans for patient care delivery and grouping activities to meet unit goals
    • 3. Staffing - recruitment, interviews, hiring, and orientation, scheduling
    • 4. Directing - HR resource management, motivation, conflict prevention, delegating
    • 5. Controlling - performance appraisals, fiscal accountability, legal / ethical control
  31. 1. Define Ad Hoc Design
    2. What is its disadvantage?
    • 1. It is a structure used as a means of overcoming the inflexibility of line structures and serves to handle the increasingly large amounts of available information.
    • 2. It decreases strength in the formal chain of command and decreased employee loyalty to the parent organization.
  32. Fill in: A matrix organization structure is designed to focus on both __a__ and ___b__. 

    Give an example of these answers
    • a. Function: described as all the tasks required to produce a product
    • b. Product: end result of function

    For example, good patient outcomes are the product, and staff education and adequate staffing may be the functions necessary to produce the outcome.
  33. What are the disadvantages of a Matrix Structure?
    In this structure, decision making cn be slow because of the necessity of information sharing, and it can produce confusion and frusteration for workers because of its dual-authority hierarchical design.
  34. What is this picture an example of:

    sample-matrix-organization
    A matrix structure: this structure has a formal vertical and horizontal chain of command, rather than the traditional hierarchy.  In other words, employees have dual reporting relationships - generally to both a functional manager and a product manager
  35. What is this picture an example of:
    flat-org-chart-51dfd3dc057d5794dff1b6695a78a475c975e9fb613e5274bad44f79d6444d4f
    Flat design: A single manager or supervisor would oversee a large number of subordinates and have a wide span of control. 

    This is to remove hierarchical layers by flattening the chain of command. This can be due to organizations being in a financial pinch, and they often look at their heirarchy to see where they can cut positions.
  36. List some advantages and disadvantages of a Flat structure design
    • Pros: elevates employees' level of responsibility
    • removes excess layers of management, which improves coordination and speed of communication
    • Fewer levels of management encourage an easier decision-making process
    • Eliminating the salaries of middle management reduces costs
    • Cons: employees may lack a specific boss to report to
    • May limit long-term growth of an organization; management may decide against new opportunities in an effort to maintain the structure
  37. This term is the oldest mode of organizing patient care, where a nurse assumes all responsibilities and needs for the patient.
    Total Patient Care or Case Method Nursing
Author
edeleon
ID
336725
Card Set
Team Building & Leadership
Description
ADN-C MSE4 Group Process and Team Building; Leadership Lectures
Updated