Bullet Questions

8/8/2019 Bullet Questions

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Success and failure is a Choice

Questions Answers

1. A method of comparing performance using identifiedquality indicators across institutions or disciplines.

Benchmarking

2. A nursing audit conducted during the patients courseof care.

Concurrent audit

3. The process the process used to improve quality and

performance. Continuous Quality Improvement 4. An accurate and comprehensive report on unplanned or

unexpected occurrences that could potentially affect apatient, family members or staff .

Incident Report

5. A tool used to measure the performance of structure,process, and outcome standards.

Indicator

6. A quality program that focuses on improving processflow and eliminating waste.

Lean Six Sigma

7. Standards that reflect the desired results or outcome of care.

Outcome Standards

8. A system in which costs and quality are concurrentlyand retrospectively measured and evaluated in order toimprove clinical practices.

Outcome Management

9. A process by which other employees assess and judgethe performance of professional peers against predetermined standards.

Peer review

10. Standards connected with the actual delivery of care. Process standards

11. Any unexpected or unplanned occurrence that affectsor could potentially affect a patient, family member orstaff .

Reportable incident

12. A nursing audit conducted after a patients dischargethat involves examining records of a large number of cases.

Retrospective audit

13. A program directed toward identifying, evaluating, andtaking corrective action against potential risks that could lead to injury.

Risk Management

14. A quality management program that uses measures,goals and management involvement to monitorperformance and ensure progress.

Six Sigma

15. Written statements that define a level of performanceor a set of conditions determined to be acceptable by

some authority.

Standards

16. Standards that relate to the physical environment,organization, and management of an organization.

Structure standards.

17. A management philosophy that emphasizes acommitment to excellence throughout the organization

Total Quality Management

18. He adopted the Japanese and helped transform theirindustrial development after World War II.

Dr. W. Edwards Deming

19. Reviews mandated by the Joint Commission, based onthe appropriate allocation of resources.

Utilization review




20. It can be a retrospective or concurrent . Nursing audit

21. A complex ongoing, dynamic process in which theparticipants simultaneously create shared meaning inan interaction

communication

22. A formal or informal communication may be downward,upward, lateral or diagonal.

Directions of communication

23. Messages may be oral or written. Modes of communication

24. Communication, generally directive, given from anauthority figure or manager to staff . Downward communication

25. A communication technique in which one agrees withpart of what was said.

Fogging

26. Difficulty in interpreting the intended meaning of amessage due to two conflicting messages receivedfrom differing sources.

Intersender conflict

27. Difficulty in interpreting the intended meaning of amessage due to incongruity between verbal and nonverbal communication.

Intrasender conflict

28. Communication that occurs between individuals at the

same hierarchical level. Lateral communication29. Nonverbal messages in communication, including body

language and environmental factor. Metacommunication

30. A communication technique in which one accepts someblame for what was said

Negative Assertion

31. A communication technique used to clarify objectionsand feelings.

Negative inquiry

32. Communication that occurs from staff to management Upward communication

33. Who linguist said that men and women communicatedifferently.

Deborah Tannen

34. The act of accepting ownership for the results or lackthereof .

Accountability

35. Allocating tasks appropriate to the individuals jobdescription.

Assignment

36. The right to act or empower. Authority

37. The process by which responsibility and authority aretransferred to another individual

Delegation

38. A common form of ineffective delegation that occurswhen the delegators loses control over a situation bygiving too much authority or responsibility to thedelegate.

Overdelegation

39. An obligation to accomplish a task Responsibility

40. A common form of ineffective delegation that occurswhen someone with more authority

Reverse delegation

41. A common form of ineffective delegation that occurswhen full authority is not transferred, responsibility istaken back, or there is a failure to equip and direct thedelegate

Underdelegation




42. An unassertive, cooperative tactic used in conflict management when individuals neglect their concerns infavor of others concerns.

Accommodating

43. A conflict management technique in which theparticipants deny that conflict exists.

Avoiding

44. All parties work together to solve a problem Collaboration

45. An all-out effort to win, regardless of the cost . Competing

46. G

roups in which members compete for resources orrecognition. Competing group

47. A type of conflict that is resolved through competition,in which victory for one side is determined by a set of rules.

Competitive conflict

48. A conflict management technique in which the rewardsare divided between both parties.

Compromise

49. The consequence of real or perceived differences inmutually exclusive goals, values, ideas, attitudes,beliefs and feelings or action.

Conflict

50. The most effective means of resolving conflict, in which

the conflict is brought out in the open and attempts aremade to resolve it through knowledge and reason.

Confrontation

51. A conflict strategy in which a solution that meetseveryones needs is agreed upon.

Consensus

52. A type of conflict in which winning is not emphasizedand there is no mutually acceptable set of rules; partiesinvolved are engaged in activities to reduce, defeat oreliminate the opponents.

Disruptive conflict

53. The negative feelings between two or more parties Felt conflict

54. A conflict management technique that forces an

immediate end to conflict but leaves the causeunresolved.

Forcing

55. A conflict strategy that focuses on the means of solvinga problem rather than the ends.

Integrative decision making

56. A conflict strategy in which neither side wins; thestatement reached is unsatisfactory to both sides.

Lose-lose strategy

57. A conflict management technique in which theconflicting parties give and take on various issues.

Negotiation

58. Ones perception of the others position in a conflict . Perceived conflict

59. A behavior that can be positive or negative and maymean a resistance to change or disobedience, or it maybe an effective approach to handling power differences.

Resistance

60. The stage of conflict that occurs when a mutuallyagreed-upon solution is arrived at and both partiescommit them to carry out the agreement .

Resolution

61. Managing conflict by complimenting ones opponents,downplaying differences, and focusing on minor areasof agreement

Smoothing

62. The stage of conflict that occurs when one person orgroup defeats the others

Suppression




63. A strategy used during conflict in which one partyexerts dominance and the other submits and loses

Win-lose strategy

64. A conflict strategy that focuses on goals and attemptsto meet the needs of both parties.

Win-win strategy

65. The removal of at least one party from conflict, makingit impossible to resolve the situation.

Withdrawal

66. What is the most important antecedent condition to

conflict?

Incompatible goals

67. It results from the parties perceived or felt conflict . Conflict Behavior

68. Behavior may take the form of aggression, competition,debates or problem solving.

Overt Behavior

69. It may be expressed by a variety of indirect tactics,such as scapegoating, avoidance or apathy.

Covert Behavior

70. He identified three basic strategies for dealing withconflict according to outcome.

Filley

71. They used an organizational approach to health caresproblems by focusing on the patient not the physicians.

Ellwood and Donald Berwich

72. She states that providers and administrators must

parties to reduce errors and improve safety and that organizational transparency should be the goal of patient safety initiatives.

Wojner

73. A theory, described by Knowles, that children andadults learn differently.

Adult education theory

74. Motivational theories that may satisfy those needs. Content theories

75. The perception that ones work contribution isrewarded in the same proportion that another personscontribution is rewarded.

Equity

76. The motivational theory that suggests efforts and job

satisfaction depend on the degree of equity orperceived fairness in the work situation.

Equity theory

77. The investigative process to determine whetheroutcomes were achieved and to what extent .

Evaluation

78. The perceived probability that effort will result insuccessful performance

Expectancy

79. The motivational theory that emphasizes the role of rewards and their relationship to the performance of desired behavior.

Expectancy theory

80. The technique used to eliminate negative behavior, inwhich a positive reinforce is removed and theundesired behavior is extinguished

Extinction

81. The motivational theory that suggests that the goalitself is the motivating force.

Goal-setting theory

82. Bringing together materials, methods, speakers andlearners for education.

Implementation

83. The perceived probability that performance will lead todesired outcomes.

Instrumentality

84. The factors that initiate and direct behavior Motivation




85. An evaluation of learning needs in a select population Needs Assessment

86. An educational method using observation and practicethat involves the employees learning new skills afterbeing employed.

On-the-job instruction

87. Process by which a behavior becomes associated with aparticular consequences.

Operant conditioning

88. A process by which staff development personnel and

managers ease a new employee into the organizationby providing relevant information. Orientation

89. Using partners, who have both participated in theeducational program, to observe each other practicingthe skill, ask appropriate questions during thedemonstration, and offer feedback about theperformance.

Peer coaching

90. A four-stage process that includes establishingobjectives, evaluating the present situation andpredicting future trends and events, formulating aplanning statement and converting the plan into an

action statement .

Planning

91. An experienced individual who b assists new employeesin acquiring the necessary knowledge and skills tofunction effectively in a new environment .

Preceptor

92. Motivational theories that emphasize how themotivation process works to direct an individuals effort into performance.

Process theories

93. A process used to inhibit an undesired behavior byapplying a negative reinforces.

Punishment

94. The motivational theory that views motivation as

learning and proposes that behavior is learned througha process called operant conditioning

Reinforcement theory/

Behavior modification

95. A model that emphasizes learning a set of self-controland coping strategies to increase the retention of newlylearned behavior.

Relapse prevention

96. The selective reinforcement of behaviors that aresuccessively closer approximations to the desiredbehavior.

Shaping

97. A behavioral theory based on reinforcement theory that proposes new behaviors are learned through direct experience or observation that can result in positive or

negative outcomes.

Social learning theory

98. The process of enhancing staff performance withspecific learning activities.

Staff development

99. The perceived value of an outcomes Valence

100. Believed people learn new behaviors through direct experience or by observing other people performingthe behavior, which results in positive and negativeoutcomes.

Bandura

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