NR 446 Exam 2 Chapters 7, 8, 9, 10,12, 13, and 14 page 1 of 3
November 2015 session
Blue Print
Helpful hints to study. Please review the chapters covered. Questions are generally
application of knowledge (critical thinking to answer the questions). To do this you need to
have a basic understanding of content to be able to answer the questions.
Chapter 7
Rules, policies, procedures, plans, goals
Rules: are plans that define specific action or nonaction. Generally included in part of a
policy and procedure statement. They describe situations that allow only for one choice
of action. They are fairly inflexiable so the fewer rules, the better.
Policies: are plans reduced to statements or instructions that direct organizations in their
decision making. They are derived from the organizations philosophy, goals and
objectives. They explain how goals will be met and guide the general course and scope of
activities. There are two types, implied and expressed. Implied policies are neither
written nor expressed verbally, have usually developed over time and follow a precedent.
Expressed policies are delineated verbally or in writing
Procedures: are plans that establish customary or acceptable ways of accomplishing a
specific task and delineate a sequence of steps of required action. Established procedures
save staff time, facilitate in delegation, reduce cost, increase productivity and provide a
means of control.
Plans:
Goals: defined as the desired result toward which effort is directed. It is the aim of the
philosophy. Goals should be measurable and ambitious but realistic. Goals should clearly
delineate the desired end product.
Factors that can influence future of healthcare and planning long term needs
SWOT
Strength, Weakness, Opportunity, Threat
Used in step 3 of the decision making process
Organizational culture
Is the total of an organizations values, language, traditions, customs and sacred cows. It
contributes to the unique social and psychological environment of an organization.
Mission, Vision, and Philosophy statement
Mission Statement: is a brief statement, usually no longer than 4 sentences, identifying
the reasons the organization exists. It identifies the organizations constituency and
addresses its position regarding ethics, principles and standards of practice. A well
written mission statement will identify what is unique about the organization.
Vision:
, Philosophy Statement: delineates the set of vaules and beliefs that guide all the actions of
the organization. It is the basic foundation that directs all further planning toward that
mission.
Chapter 8
Aging organization ways to change, implications of not responding to change
Three phases of change; unfreezing, movement, refreezing
Unfreezing: occurs when the change agent convinces members of the group to change or
when guilt, anxiety or concern can be elicited.
Movement: the change agent identifies, plans and implements appropriate strategies
ensuring that driving forces exceed restraining forces.
Refreezing: the change agent assists in stabilizing the system change so that it becomes
integrated into the status quo.
Rational-empirical, normative-reeducative, and power-coercive strategies
Rational-empirical strategies: the change agent assumes that resistance to change comes
from a lack of knowledge and that humans are rational begins who will change when
given factual information.
Normative-reducative strategies: these strategies uses group norms and peer pressure to
socialize and influence people so that change will occur. The change agent assumes that
humans are social creatures, more easily influenced by others than by facts.
Power-coercive strategies: these strategies include influencing the enactment of new laws
and using group power for strikes and or sit- ins. Using authority inherent an individual
position to effect change. These strategies assume that people often are set in their ways
and will change only when rewarded for the change or when they are forced by some
power-coercive method.
Planned change as a collaborative process
Often begins with a few people who meet to discuss their dissatisfaction with the status
quo
As a rule anyone who will be affected by a change should be included in planning it
Factors effecting successful change, acceptance and resistance
Chapter 9
Basic steps to time management
Take time to plan and establish priorities
Complete the highest priority task whenever possible, and finish one task before starting
another
Reprioritize based on the remaining tasks and on new information that may have been
received
Time wasters
November 2015 session
Blue Print
Helpful hints to study. Please review the chapters covered. Questions are generally
application of knowledge (critical thinking to answer the questions). To do this you need to
have a basic understanding of content to be able to answer the questions.
Chapter 7
Rules, policies, procedures, plans, goals
Rules: are plans that define specific action or nonaction. Generally included in part of a
policy and procedure statement. They describe situations that allow only for one choice
of action. They are fairly inflexiable so the fewer rules, the better.
Policies: are plans reduced to statements or instructions that direct organizations in their
decision making. They are derived from the organizations philosophy, goals and
objectives. They explain how goals will be met and guide the general course and scope of
activities. There are two types, implied and expressed. Implied policies are neither
written nor expressed verbally, have usually developed over time and follow a precedent.
Expressed policies are delineated verbally or in writing
Procedures: are plans that establish customary or acceptable ways of accomplishing a
specific task and delineate a sequence of steps of required action. Established procedures
save staff time, facilitate in delegation, reduce cost, increase productivity and provide a
means of control.
Plans:
Goals: defined as the desired result toward which effort is directed. It is the aim of the
philosophy. Goals should be measurable and ambitious but realistic. Goals should clearly
delineate the desired end product.
Factors that can influence future of healthcare and planning long term needs
SWOT
Strength, Weakness, Opportunity, Threat
Used in step 3 of the decision making process
Organizational culture
Is the total of an organizations values, language, traditions, customs and sacred cows. It
contributes to the unique social and psychological environment of an organization.
Mission, Vision, and Philosophy statement
Mission Statement: is a brief statement, usually no longer than 4 sentences, identifying
the reasons the organization exists. It identifies the organizations constituency and
addresses its position regarding ethics, principles and standards of practice. A well
written mission statement will identify what is unique about the organization.
Vision:
, Philosophy Statement: delineates the set of vaules and beliefs that guide all the actions of
the organization. It is the basic foundation that directs all further planning toward that
mission.
Chapter 8
Aging organization ways to change, implications of not responding to change
Three phases of change; unfreezing, movement, refreezing
Unfreezing: occurs when the change agent convinces members of the group to change or
when guilt, anxiety or concern can be elicited.
Movement: the change agent identifies, plans and implements appropriate strategies
ensuring that driving forces exceed restraining forces.
Refreezing: the change agent assists in stabilizing the system change so that it becomes
integrated into the status quo.
Rational-empirical, normative-reeducative, and power-coercive strategies
Rational-empirical strategies: the change agent assumes that resistance to change comes
from a lack of knowledge and that humans are rational begins who will change when
given factual information.
Normative-reducative strategies: these strategies uses group norms and peer pressure to
socialize and influence people so that change will occur. The change agent assumes that
humans are social creatures, more easily influenced by others than by facts.
Power-coercive strategies: these strategies include influencing the enactment of new laws
and using group power for strikes and or sit- ins. Using authority inherent an individual
position to effect change. These strategies assume that people often are set in their ways
and will change only when rewarded for the change or when they are forced by some
power-coercive method.
Planned change as a collaborative process
Often begins with a few people who meet to discuss their dissatisfaction with the status
quo
As a rule anyone who will be affected by a change should be included in planning it
Factors effecting successful change, acceptance and resistance
Chapter 9
Basic steps to time management
Take time to plan and establish priorities
Complete the highest priority task whenever possible, and finish one task before starting
another
Reprioritize based on the remaining tasks and on new information that may have been
received
Time wasters
