Pro Growth 4 Final Questions With Complete Solutions Conditions required for empowerment to take place according to Kanter include Right Ans Opportunity for advancement Access to information Access to support Access to resources Formal Power Informal Power Two systemic sources of power in organizations Kanter Right Ans Formal high visibility jobs primary focus on independent decision making Informal building relationships and alliances with others Kanter s theory of structural empowerment focuses on Right Ans structures within the organization rather than the individual s own qualities Kanter believes that a leader s power Right Ans will grow by sharing the power through empowering others and as a result leaders will realize increased organizational performance Phases of violence Right Ans First is the tension building phase Second is the actual explosion phase Third stage is the honeymoon stage Incivility Right Ans rude and discourteous actions of gossiping and spreading rumors and of refusing to assist a co worker All of those are an affront to the dignity of a co worker and violate professional standards of respect characteristics of civility Right Ans Mutual respect Respect for the rights of others Recognizing and respecting the dignity of others Dignity and dignified behavior Belief in the inherent good of all people Giving others the benefit of the doubt Respect for privacy Respect for the right to be left alone Toxic managerial behavior Right Ans a form of ineffective leadership strongly linked to poor nurse job outcomes including job dissatisfaction higher stress levels and increased turnover Types of leaders Right Ans formal and informal Steps in Critical Thinking and Problem Solving Right Ans identify the need for a decision determine desired outcome identify the alternatives or actions along with the benefits and consequences of each action decide which action to implement evaluate the action Factors that influence decision Right Ans Individual variables such as experience and knowledge creative thinking ability education self concept environmental and situational stressors Intrinsic decision making influence factors Right Ans Personal perception and preference knowledge and experience competence self confidence stress Extrinsic decision making influence factors Right Ans organizational climate and culture client rights and choice legal legislative frameworks Nurses engage in making clinical decisions within Right Ans the context of a therapeutic relationship with the client Situations of clinical decision making Right Ans therapeutic relationship decisions that relate to the contacts and system of care delivery about their own professional development and their career path Deciding between Right Ans maintenance versus greatness caution versus courage or dependence versus autonomy These are the fundamental choices Critical thinking means Right Ans Analyzing the way one thinks and it should be incorporated into all steps of problem solving and decision making Decision making means Right Ans making a selection and implementing a course of action from a group of alternatives it may or may not involve a problem Empowerment is Right Ans huge part of power knowledge and information must be shared in order to support it it involves letting others participant in the decision making process Transforming information to power process Right Ans Take power and opportunities are present to extend one s influence Learn the art of networking Work in order to send out volunteer and take a risk Be persistent even when you fail Stay accountable and honest Types of power Right Ans Expert Legitimate Referred Reward Coercive Connection Information Expert power Right Ans Derived from knowledge and skills legitimate power Right Ans power that stems from being elected or appointed to a position of authority Referred Charismatic power Right Ans derived from how much others respect and like a person Reward power Right Ans derived from a person s ability to bestow rewards on people Coercive power Right Ans Derived from a person s ability to punish or threaten others Connection power Right Ans derived from a person s connection to others with power Information power Right Ans derived from a person s ability to provide information Approaches to conflict resolution are Right Ans avoiding accommodating competing compromising collaborating negotiating confronting Behavioral responses to planned change Right Ans 1 innovators embrace change 2 Early adopters end open and receptive to change 3 Early majority enjoy status quo readily change 4 Late majority skeptical but will change 5 Laggards like status quo but eventually change 6 Rejecters openly hostile Response to change Right Ans Most common responses are resistance which is affected by level of trust ability to cope with change predictability and capability Other responses may include grief denial anger depression and bargaining Three strategies to promote change Right Ans 1 The power coercive strategy do it or get out 2 The normative re educative strategy using individual needs to satisfy social relationships in the workplace 3 Rational empirical strategy assume humans are rational people and will use knowledge to embrace change Lastly stabilization should be Revaluated after six months of effectiveness Approaching change by using the nursing process is helpful we do this by Right Ans assessing planning 5ws implementing communicating and conducting change and evaluating determine effectiveness 3 main reasons for change are Right Ans to solve a problem improve efficiency reduce unnecessary workload for a group Learning organizational theory Right Ans There is an emphasis on interrelationships of all parts of the organization organizations respond to change by using a learning approach focusses on communication education and cooperation among all parts of the organization Chaos Theory Right Ans Order happens through fluctuation in chaos the process is cyclical and organizations have a little time for orderly linear change they must be able to act with speed adaptability and intensity Roger s diffusion of innovations theory 5 step decision making process Right Ans 1 awareness 2 interest 3 evaluation 4 trial 5 adoption Havelock s 6 step change model Right Ans 1 Building a relationship 2 Diagnosing the problem 3 Acquiring relevant resources 4 Choosing the solution 5 Gaining acceptance including communication 6 Stabilizing the innovation and