Yoder-Wise Management Book
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1. Absenteeism The rate at which an individual misses
work on an unplanned basis.
2. Accomodating An unassertive, cooperative approach to
conflict in which the individual neglects
personal needs, goals, and concerns in
favor of satisfying those of others.
3. Accountability The expectation of explaining actions and
results.
4. Accreditation Process by which an authoritative body
determines that an organization meets
certain standards to such a degree that
the organization is able to meet the
standards as a whole and without
ongoing monitoring of each aspect of
performance.
5. Acculturation Process by which a person becomes a
competent participant in the dominant
culture.
6. Acknowledgment Recognition that an employee is valued
and respected for what he or she has to
offer to the workplace, team, or group;
acknowledgments may be verbal or
written, public or private.
7. Active Listening Focusing completely on the speaker and
listening without judgment to the essence
of the conversation; an active listener
should be able to repeat accurately at
least 95% of the speaker's intended
meaning.
8. Advanced Clinical nurse leader, which is a
Generalist protected title for those who successfully
complete the CNL certification.
9. Agenda A written list of items to be covered in a
meeting and the related materials that
meeting participants should read
beforehand or bring along. Types of
agendas include structured agendas,
timed agendas, and action agendas.
10. Apparent Doctrine whereby a principal becomes
Agency accountable for the actions of his or her
agent; created when a person holds
himself or herself out as acting on behalf
of the principal; also known as apparent
authority.
11. Associate Nurse A licensed nurse in the primary care
model who provides care to the patient
according to the primary nurse's
specification when the primary nurse is
not working.
12. At-Will- An individual who works without a contract.
Employee
13. Autonomy Personal freedom and the right to choose
hwta will happen to one's own person.
14. Avoiding An unassertive, uncooperative approach to
conflict in which the avoider neither pursues
his or her own needs, goals, and concerns
nor helps others to do so.
15. Barriers Factors, internal and external to the change
situation, that interfere with movement
toward a desirable outcome.
16. Benchmarking Best practices, processes, or systems
identified by a quality improvement team to
be compared with the practice, process, or
system under review.
17. Beneficence Principle that states that the actions one
takes should promote good.
18. Budget A detailed financial plan, stated in dollars,
for carrying out the activities an organization
wants to accomplish within a specific period.
19. Budgeting An ongoing activity of planning and
Process managing revenues and expenses to meet
the goals of the organization.
20. Bullying A practice closely related to lateral or
horizontal violence, but a real or perceived
power differential between the instigator and
recipient must be present in bullying.
21. Bureaucracy Characterized by formality, low autonomy, a
hierarchy of authority, an environment of
rules, division of labor, specialization,
centralization, and control.
22. Burnout Disengagement from work characterized by
emotional exhaustion, depersonalization,
and decreased effectiveness.
23. Capital A plan for purchasing major capital items,
Expenditure such as equipment or a physical plant, with
Budget a useful life greater than 1 year and
exceeding a minimum cost set by the
organization.
24. Capitation A reimbursement method in which healthcare
providers are paid a per-person-per-year (or
per-month) fee for providing specified
services over a period of time.
25. Case A person-oriented service that reflects
Management multidisciplinary cooperation and
coordination.
26. Case- A model of delivering patient care based on 41. Chemically A psychophysiological state in which an
Management patient outcomes and cost containment. Dependent individual requires a substance, such as
Model Components of case management are a case drugs or alcohol, to prevent the onset of
manager, critical paths/critical pathways, and symptoms of abstinence.
unit-based managed care.
42. Clinical Nurse An evolving role of the professional nurse
27. Case A baccalaureate degree- or master's degree- Leader being developed by the American
Manager prepared clinical nurse who coordinates Association of Colleges of Nursing (AACN).
patient care from preadmission through
43. Collaborating Involves a group of people working
discharge.
together to achieve a common goal.
28. Case Method A model of care delivery in which one nurse
44. Collective A mechanism for achieving professional
provides total care for a patient during an
Action practice through group decision making.
entire work period.
45. Collective Mechanism for setting labor disputes by
29. Case Mix The volume and type of patients served by a
Bargaining negotiation between the employer and
healthcare provider.
representatives of the employees.
30. Cash Budget A plan for an organization's cash receipts and
46. Commitment A state of being emotionally impelled;
disbursements.
feeling passionate about and dedicated to a
31. Centers for The main federal agency protecting the health project or event.
Disease and safety of people in the United States.
47. Competing Assertive, uncooperative approach to
Control and
conflict in which the individual pursues own
Prevention
needs at the expense of others.
(CDC)
48. Complexity Requires leaders to expand and respond to
32. Chain of The hierarchy depicted in vertical dimensions
Theory engaging dynamic change and focus on
Commend of organizational charts.
relationships rather than on prescribing and
33. Change Individuals with formal or informal legitimate approaching change as a lock-step,
Agents power whose purpose is to initiate, champion, prescribed method. Traditional
and direct or guide change. organizational hierarchy plays a less
significant role as the "keeper of high level
34. Change The overall processes and strategies used to
knowledge" and replaces it with the idea
Management moderate and manage the preparation for,
that knowledge applied to complex
effect of, responses to, and outcomes of any
problems is better distributed among the
condition or circumstance that is new or
human assets within an organization,
different from what existed previously.
without regard to hierarchy. Leaders try less
35. Change The end product of a change process. to control the future and spend more time
Outcome influencing, innovating, and responding to
36. Change The series of ongoing efforts applied to the many factors that influence health care.
process managing a change. 49. Compromising Moderately assertive, cooperative approach
37. Change The field comprising various factors and to conflict in which the individual's ability to
Situations dynamics within which change is occurring. negotiate and willingness to give and take
result in conflict resolution and fulfillment of
38. Chaos Theoretical construct defining the random-
priorities for all involved.
Theory appearing yet deterministic characteristics of
complex organizations (See Non-linear 50. Confidentiality Right of privacy to the medical record of a
change). patient; also, a respect for the privacy of
information and the ethical use of
39. Charge A registered nurse responsible for delegating
information for its original purpose.
Nurse and coordinating patient care and staff on a
specific unit. A resource person for all staff; 51. Conflict A perceived difference among people and a
there is usually one charge each shift per unit. four stage process including frustration,
conceptualization, action, and outcomes.
40. Charges The cost of providing a service plus a markup
for profit.
52. Consolidated A group of healthcare organizations that 64. Cultural The condition that exists when one
Systems are united based on common Imposition individual or organization attempts to
characteristics of ownership, regional require another individual or group to
location, or mutual performance objectives accept the values, attitudes, and beliefs
for the purpose of optimizing utilization of of the first.
their resources in achieving their missions.
65. Cultural A condition of bordering on one or
53. Continuous A comprehensive program designed to Marginality more cultures and perceiving no
Quality continually improve the quality of care. membership or affiliation with either.
Improvement Often used interchangeably with total
66. Cultural Capacity to feel, convey, and react to
(CQI) quality management, quality management,
Sensitivity ideas, habits, customs, or traditions
quality improvement, and performance
unique to a group of people.
improvement.
67. Culture A way of life conveyed strongly enough
54. Contractual A discount from full charges.
for a group of people to describe its
Allowance
meaning. It consists of values, beliefs,
55. Coping The immediate response of a person to a attitudes, practices, rituals, and
threatening situation. traditions.
56. Corporate The condition of being responsible for 68. Cybernetic Regulation of systems by managing
Liability corporate loss related to acts performed Theory communication and feedback
and not performed in meeting obligations mechanisms.
to operate legally and judiciously.
69. Deeming A power granted by one with power so
57. Cost The amount spent on something. The Authority that the recipient acts in his or her place.
national healthcare costs are a function of
70. Delegatee The individual who becomes
the price and utilization of healthcare
accountable for performing delegated
services; a healthcare provider's costs are
activities.
the expenses involved in providing goods
or services. 71. Delegation Achieving performance of care
outcomes for which an individual is
58. Cost-Based A retrospective payment method in which
accountable and responsible by sharing
Reimbursement all allowable costs are used as the basis
activities with other individuals who
for payment.
have the appropriate authority to
59. Cost Center An organizational unit for which costs can accomplish the work.
be identified and managed.
72. Delegator The individual with authority to share
60. Critical Path or A component of a care MAP that is specific activities with another.
Pathway to diagnosis-related group reimbursement.
73. Depersonalization Inability to become involved in human
The purpose is to ensure patients are
relationships and interactions.
discharged before insurance
reimbursement is eliminated. 74. Differentiated A model of care that recognizes the
Nursing Practice difference in the level of education and
61. Cross- Mediating between and among cultures.
competency of each registered nurse.
Culturalism
The differentiation is based on
62. Cultural The process of integrating values, beliefs, education, position, and clinical
Competence and attitudes different from one's own expertise.
perspective in order to render effective
75. Disease Continuous, coordinated processes to
nursing care.
Management manage the progression of care over the
63. Cultural The differences that exist between multiple course of a disease.
Diversity viewpoints based on ethnicity, gender,
76. Dualism An "either/or" way of conceptualizing
religion, socioeconomic status, and other
reality in terms of two opposing sides or
variables.
parts (wrong or right, yes or no), limiting
the broad spectrum of possibilities that
exists between.
77. Effective A process that leads to positive outcomes 90. Failure Mode A method to analyze reliability problems
Communication for senders and receivers in terms of and Effects proactively to avoid negative outcomes.
clarity, usefulness, and efficiency. Analysis
(FEMA)
78. Emancipated Person younger than adulthood who is no
Minor longer under the control and regulation of 91. Failure to Newer area of potential liability for nurse
parents and who may give valid consent Warn managers that involves the responsibility to
for medical procedures; examples include warn subsequent or potential employers of
married teens, underage parents, and teens nurses' incompetence or impairment.
in the armed services.
92. Fee-For- A system in which patients have the option
79. Emerging The so-called 20-something generation, Service of consulting any healthcare provider,
Workforce who were born between the years of 1965 subject to reasonable requirements that
and 1985. may include utilization review and prior
approval for certain services but does not
80. Emotional Monitoring emotions in a situation to guide
include a requirement to seek approval
Intelligence actions and inform thought process.
through a gatekeeper.
81. Employee Program designed to provide counseling
93. Fidelity Keeping one's promises or commitments.
Assistance and other services for employees through
Program either in-house staff or a contracted mental 94. Fixed Costs Costs that do not change in total as the
health agency. volume of patients changes.
82. Empowerment A sharing of power and control with the 95. Flat Characterized by decentralization of
expectation that people are responsible for Organizational decision making to the level of personnel
themselves; also, the process by which we Structure carrying out the work.
facilitate the participation of others in
96. Follower Person who contributes to a group's
decision making within an environment in
outcomes by implementing activities and
which power is equally distributed.
providing appropriate feedback.
83. Entrenched Employed persons older than 35 years
97. Followership Those with whom a leader interacts;
Workforce who are thought of as the Baby Boomer
involves assertive use of personal
Generation
behaviors in contributing toward
84. Ethics Science relating to moral actions and moral organizational outcomes while still
values; rules of conduct recognized in acquiescing certain tasks to the leader or
respect to a particular class of human other team members.
actions.
98. Foreseeability Concept that certain events may
85. Ethics Group of persons who provide structure reasonably be expected to cause specific
Committee and guidelines for potential healthcare consequences; third element of
problems, serves as an open forum for negligence/malpractice.
discussion, and function as patient
99. For-Profit An organization, such as a hospital, that is
advocates.
Organization operated to create excess income (profit)
86. Ethnicity An affiliation with a group often based on for the benefit of owners or stockholders.
race or language.
100. Full-Time An employee who works fulltime, 40 hours
87. Ethnocentrism Viewing the world based on one's own Equivalent per week, 2080 hours per year.
reference group. (FTE)
88. Expected The result of patient goals that are 101. Functional A method of providing patient care by
Outcomes achieved through a combination of medical Model of which each licensed and unlicensed staff
and nursing interventions with patient Nursing member performs specific tasks for a large
participation. group of patients.
89. Facilitators Factors, internal or external to the change 102. Functional Arrangement of departments and services
situation, that promote movement toward a Structure by specialties.
desired outcome.
103. General A set of characteristics first described by
Adaptation Hans Seyle that are identifiable when
Syndrome people experience stress.
(GAS)
104. Governance System by which an organization controls 118. Interpersonal Conflict that occurs between or among
and directs formulation and administration Conflict people.
of policy.
119. Intrapersonal Conflict that occurs within an individual.
105. Group A number of individuals assembled Conflict
together or having a unifying relationship.
120. Justice Principle that persons should be treated
106. Health Literacy An individual's capacity to obtain, process, equally and fairly.
and understand health information needed
121. Lateral Aggressive and destructive behavior of co-
to make appropriate health decisions.
Aggression workers against each other.
107. Hierarchy Chain of commend that connotes authority
122. Lateral Aggressive and destructive behavior or
and responsibility.
Violence psychological harassment of nurses against
108. High- A complicated change situation each other.
Complexity characterized by the interactions of
123. Law Sum total of rules and regulations by which
Change multiple variables of people, technology,
a society is governed; rules and regulations
and systems.
established and enforced by authority or
109. Horizontal The condition that results when two (or custom within a given community, state, or
Integration more) organizations with similar services nation.
come together.
124. Leader Person who demonstrates and exercises
110. Horizontal Involves conflictual behaviors among influence and power over others.
Violence individuals who consider themselves peers
125. Leadership The use of personal traits to constructively
with equal power but with little power
and ethically influence patients, families, and
within the system. Describes aggressive
staff through a process in which clinical and
and destructive behavior of co-workers
organizational outcomes are achieved
against each other.
through collective efforts.
111. Hybrid Possessing characteristics from several
126. Learning The designation of a type of organization in
types of organizational structures.
Organization which continual learning as an expectation
112. Incivility The condition of acting in a rude or permeates all levels to promote adequate
disruptive manner. responses required by dynamic, accelerated
change.
113. Indemnification Obligation resting on one person to make
good any loss or damages another has 127. Liability Refers to one's responsibility for his or her
incurred because of the person's actions or own conduct; an obligation or duty to be
inactions; refers to the total shifting of the performed; responsibility for an action or
economic loss to the party chiefly outcome.
responsible for that loss.
128. Liable Refers to one's responsibility for his or her
114. Independent One who makes an agreement with actions or interactions.
Contractor another to perform a service or piece of
129. Licensure A right granted that gives the licensee
work and retains in himself or herself
permission to do something that he or she
control of the means, method, and manner
could not legally do absent such
of producing the result to be
permission; The minimum form of
accomplished; sometimes called and
credentialing, providing baseline
independent practitioner.
expectations for those in a particular field
115. Informal Person without designated authority who without identifying or obligating the
Change Agent advances the change among a group of practitioner to function in a professional
people. manner as a defined by the profession itself.
116. Information A state of stress brought about by a lack 130. Line Function A function that involves direct responsibility
Overload of information-processing skills. for accomplishing the objectives of a
nursing department, service, or unit.
117. Informed Authorization by patient or patient's legal
Consent representative to do something to the 131. Low- An uncomplicated change situation
patient. Complexity characterized by the interactions of the
Change limited influences of people, technology,
and systems.
132. Magnet A distinction granted by the American Nurses
Recognition Credentialing Center for quality nursing
services.
133. Magnet The only national designation built on and
Recognition evolving through research. This program is
Program designed to acknowledge nursing
excellence. Designed for healthcare
organizations to achieve recognition of
excellent nursing care through a self-
nominating, self-appraisal process.
134. Malpractice Failure of a professional person to act in
accordance with the prevalent professional
standards or failure to foresee potential
consequences that a professional person,
having the necessary skills and expertise to
act in a professional manner, should foresee.
135. Managed Care purchased through a public or private
Care healthcare organization whose goal is to
promote quality healthcare outcomes for
patients at the lowest cost possible through
planning, directing and coordinating care
delivered by healthcare organizations that it
may own, have contractual agreements with,
or have authority over by virtue of the fact
that it reimburses the organization for
services provided its patients. This model
rewards providers for low utilization of care
that is relatively low in cost; also, a system of
care in which a designated person
determines the services the patient uses.
136. Management The activities needed to plan, organize,
motivate, and control the human and material
resources needed to achieve outcomes
consistent with the organization's mission and
purpose.
137. Management The theory related to the activities described
Theory in management.
138. Manager The person with accountability for a group of
people.
139. Matrix An organizational structure influenced by
Structure dual authority, such as product line and
discipline.
140. Mediation A process using a trained third party to assist
with conflict resolution.
141. Mentor An experienced person who helps a less
experienced person navigate into expertise.
142. Mission Statement of an organization's reason for
being.
143. Moral Distress A type of distress that occurs when faced
with situations in which two ethical
principles compete, such as when the
nurse is balancing the patient's autonomy
issues with attempting to do what the
nurse knows is in the patient's best
interest. Moral distress may occur also
when the nurse manager is balancing a
staff nurse's autonomy with what the nurse
manager perceives to be a better solution
to an ethical dilemma.
144. Motivation The instigation of action based on various
factors, both intrinsic and extrinsic.
145. Multiculturalism Maintaining several different cultures.
146. Near Miss A clinical situation that resulted in no
injury but that highlights the need for
action (e.g., attempted suicide, last minute
cancellation of surgery on wrong patient).
147. Negative Information indicating a correction is
Feedback needed.
148. Negligence Failure to exercise the degree of care that
a person of ordinary prudence, based on
the reasonable person standard, would
exercise under the same or similar
circumstances; also known as ordinary
negligence.
149. Negotiating Conferring with others to bring about a
settlement of differences.
150. Networks Resources of colleagues upon whom you
can draw for advice; formal systems to
provide services.
151. Never Event Error in medical care that is clearly
identifiable, preventable, and serious in its
consequences for the patient and that
indicates a real problem in the safety and
credibility of a healthcare facility. These
errors should never occur. Examples of
never events include surgery on the
wrong body part, foreign body left in a
patient after surgery, mismatched blood
transfusion, major medication error,
severe pressure ulcer acquired in the
hospital, and preventable postoperative
death.
152. Nonlinear Change occurring from self-organizing
Change patterns, no human-induced ones, in
complex, open-system organizations.
153. Nonmaleficence Principle that states that one should do
no harm.
154. Nonproductive Benefit time such as vacation or sick
Hours/Nonproductive time.
Time
155. Nonpunitive A disciplinary measure, usually
Discipline verbal, describing existing standards
and goals to which the parties
agreed; pay is not withheld;
employee agrees either to adhere to
the standards in the future or to be
terminated.
156. Nurse Practice Act Legal scope of practice allowed by
state legislation and authority.
157. Nursing Care The method used to provide care to
Delivery Model patients.
158. Nursing Care The process of a nurse coordinating
Management healthcare by planning, facilitating,
and evaluating interventions across
levels of care to achieve
measurable cost and quality
outcomes.
159. Nursing-Sensitive Patient outcomes that relate to the
Outcome quality of nursing care provided.
160. Operating Budget A financial plan for day-to-day
activities of an organization.
161. Organization A business structure designed to
support specific business goals and
processes; or a group of individuals
working together to achieve a
common purpose.
162. Organizational Chart A chart that defines organizational
positions' responsibility for specific
functions.
163. Organizational Conflict that occurs when a person
Conflict confronts an organization's policies
and procedures for patient care and
personnel and its accepted norms
of behavior and communication.
164. Organizational The attitudes, behaviors, and
Culture policies evident in an organization
that create the ambiance and
operation of the workplace.
165. Organizational A framework that divides work
Structure within an organization and
delineates points of authority,
responsibility, accountability, and
non-decision-making support.
166. Organizational The systematic analysis of how
Theory organizations and their component
parts act and interact.
167. Organized Delivery Network of healthcare organizations,
System (ODS) providers, and payers who provide a
comprehensive package of
healthcare services at a competitive
price.
168. Outcome Criteria The result of patient goals that are
expected to be achieved through a
combination of nursing and medical
interventions.
169. Overwork A situation in which employees are
expected to become more
productive without additional
resources.
170. Partnership Model A method of providing patient care
when an RN is paired with an
LPN/LVN or an unlicensed assistive
person to provide total care to a
number of patients.
171. Paternalism Principle that allows one to make
decisions for another; often called
paternalism.
172. Patient-Care A measurable end result of patient
Outcome care.
173. Patient-Focused A model in which staff functions
Care become centralized on a unit to
reduce the number of staff required;
emphasizes quality, cost, and value.
174. Patient The result of patient goals that are
Outcomes/Expected achieved through a combination of
Outcomes medical and nursing interventions
with patient participation.
175. Payer Mix The volume and type of
reimbursement sources for a
healthcare provider.
176. Payers Sources of healthcare financing or
payment for health services; includes
government , private insurance, and
individuals (self-pay).
177. Perfectionism Tendency to never finish anything
because it is not quite perfect.
178. Performance The application of quality
Improvement (PI) improvement principles on an
ongoing basis. Often used
interchangeably with total quality
management, continuously quality
management, quality improvement,
and quality management.
179. Personal Liability Serves to make each person
responsible at law for his or her own
actions.
180. Philosophy Values and beliefs regarding nature of 195. Providers/Healthcare Agencies, insurers, physicians,
work derived from a mission and the Providers nurses, and allied health people
rights/responsibilities of people involved. providing health-related business to
consumers.
181. Planned Change expected and deliberately
Change prepared beforehand by using systematic 196. Public Institution Providing health services under the
directional processes to develop and support and direction of local, state,
carry out activities to accomplish a or federal government.
desired outcome.
197. Quality Assurance A process that focuses on the
182. Price/Charges The cost of providing a service plus a (QA) clinical aspects of a provider's care,
markup for profit. often in response to an identified
problem.
183. Primary Care First access to care.
198. Quality Improvement An ongoing process of innovation,
184. Primary Nurse One who delivers autonomous care.
(QI) prevention of error, and staff
185. Primary A model of patient care delivery whereby development used by an
Nursing one registered nurse functions organization that has adopted a
autonomously as the patient's main nurse quality management philosophy.
throughout the entire hospital stay. Often used interchangeably with
186. Privacy The right to protection against total quality management,
unreasonable and unwarranted continuous quality m management,
interference with one's solitude; the right of quality improvement, and quality
an individual to be left alone. management.

187. Private Non- Organization that has funds redirected to 199. Quality Indicators Measurable elements of quality that
Profit (or Not- maintenance and growth rather than as specify the focus of evaluation and
For-Profit ) dividends to stockholders. documentation.
Organization 200. Quantum Theory A physics theory stating that energy
188. Process of The desired sequence of steps that have is not a smooth-flowing continuum
Care been designed to achieve clinical but, rather, bursts of energy that are
standardization. related.

189. Procrastination Doing one thing when one should be 201. Redesign Technique to analyze tasks to
doing something else. improve efficiency.

190. Productive Paid time that is worked. 202. Reengineering A total reorganization of how an
Hours organization will function, with the
goal of increased efficiency.
191. Productivity The ratio of outputs to inputs or, in nursing
terms, of services to resources used to 203. Respect for Others The highest ethical principle, respect
provide services. for others acknowledges the right of
individuals to make decisions and to
192. Profit An excess of revenues over expenses.
live by those decisions.
193. Progressive A step-by-step process of increasing
204. Respondeat Superior A doctrine by which the employer is
Discipline disciplinary measures, usually beginning
given accountability and
with an oral warning, followed by a
responsibility for an employee's
written warning, suspension, and
negligent actions incurred during
termination, if necessary.
the course and scope of
194. Prospective A method of payment in which the third- employment.
Reimbursement party decides in advance the flat rate that
205. Responsibility The condition of being reliable and
will be paid for a service or episode of
dependable and being obligated to
care.
accomplish work.
206. Restructuring Technique to enhance organizational
productivity.
207. Revenue Money earned by an organization
for providing goods or services.
208. Risk Integrated into a quality management 222. Staff Function that assists those in line positions in
Management program as a process of developing and Function accomplishing primary objectives.
implementing strategies that will minimize
223. Staff Mix The proportion of RNs to LPNs/LVNs to UAPs
risks and mitigate the impact of adverse
in a specific setting.
effects. This includes preventing patient
injury, minimizing financial loss after a 224. Standard Level of quality considered adequate by a
problem/error occurs, and preserving of Care profession; skills and learning commonly
agency reputation. possessed by members of a profession; also
written at a minimum level.
209. Role Expected or actual behavior, determined by
a person's position or status in a group. 225. Statute Rule/regulation created by elected legislative
bodies; also known as statutory law.
210. Role Model A person who enacts a role, typically in a
positive way, so that others can follow the 226. Strategies Approaches designed to achieve a specific
example. purpose.

211. Role Strain The subjective feeling of discomfort 227. Subculture Element of a main culture that has formed its
experienced as a result of role stress; may own culture that differs in some way.
manifest through increased frustration, 228. Synergy A phenomenon in which teamwork produces
heightened emotional awareness, or extraordinary results that could not have been
emotional fragility to situations. achieved by any one individual.
212. Role Stress A social condition in which role demands are 229. Synergy A model of care delivery adopted by the
conflicting, irritating, or impossible to fulfill. Model American Association of Critical-Care Nurses
213. Role Theory A framework used to understand how that matches the needs and characteristics of
individuals perform within organizations. the patient with the competencies of the nurse.
Seven characteristics are unique to every
214. Root-Cause The process used to identify all possible
patient, and each nurse has varying levels of
Analysis causes of a sentinel event and all
ability, which are categorized into eight
appropriate risk-reduction strategies.
competencies. When the knowledge, skills,
215. Secondary Disease restorative care. and competencies of the nurse are utilized to
Care meet the complex needs of the patient and
family, the care is optimal.
216. Self- The ability of individuals to actively gain
Management control of their lives; components include 230. System A group or organization working together as a
stress management, meeting management, unified whole.
and the ability to delegate.
231. Systems An approach to consider how various
217. Sentinel A serious, unexpected occurrence involving Theory independent parts interact to form a unified
Event death or injury, such as suicide, infant whole or to disrupt a unified whole; The
abduction, or wrong-site surgery. construct related to the operation of the whole
process or entity.
218. Service-Line A type of structure in which the functions
Structures necessary to produce a specific service or 232. Tacit An implied, unspoken knowledge.
product are brought together into an Knowledge
integrated organizational unit under the
233. Teaching An academic health center and affiliated
control of a single manager or executive.
Institution hospital.
219. Shared A flat type of organizational structure with
234. Team A number of people associated together in
Governance decision making decentralization.
specific work or activities.
220. Social The use of technology and other
235. Team A small group of licensed and unlicensed
Networking mechanisms to create a web of relationships
Nursing personnel, with a team leader, responsible for
with common involvement in an area of
providing patient care to a group of patients.
focus or concern.
236. Tertiary Rehabilitative or long-term care.
221. Span of The number of individuals a superior
Care
Control manages. For budgetary reasons, span of
control is often a major focus for
organizational restructuring.
237. Third-Party Private and public agencies that contract 250. Variable Costs Costs that vary in direct proportion to
Payers with an individual to assume patient volume or acuity.
responsibility to pay under defined
251. Variance Anything that alters a patient's progress
conditions for specified healthcare
through a normal care path.
services.
252. Variance Budget-control process to determine
238. Time The use of tools, techniques, strategies,
Analysis differences between income and expense,
Management and follow-up systems to control wasted
projected and actual costs.
time and to ensure that the time invested
in activities leads toward achieving a 253. Veracity Principle that compels the truth be told
desired, high-priority goal. completely.

239. Total Patient A model of care delivery in which one 254. Vertical Alignment of organizations to provide a full
Care/Case nurse provides total care for a patient Integration array or continuum of services.
Method during an entire work period. 255. Vicarious Imputation of accountability upon one
240. Total Quality A comprehensive program designed to Liability person or entity for the actions of another
Management achieve perfection in quality of care. person; substituted liability or imputed
(TQM) Often used interchangeably with liability.
continuous quality management, quality 256. Vision The desired future state.
management quality improvement, and
257. Whistleblower A person who makes public a serious
performance improvement.
wrong doing or danger concealed within
241. Toxic Workplace An organization in which people feel an organization when internal actions have
devalued or dehumanized and in which failed to correct or make public a situation.
disruptive behavior often flourishes.
258. Workplace Refers to acting on or in behalf of another
242. Transactional The act of using rewards and Advocacy who is unable to act for himself or herself
Leadership punishments as part of daily oversight of to effect change about workplace
employees in seeking to get the group to conditions.
accomplish a task.
243. Transformational An act of encouraging followers to
Leadership follow the leader's style and change their
interests into a group interest with
concern for a broader goal.
244. Transforming A program of the Institute for Healthcare
Care at the Improvement designed to improve care
Bedside (TCAB) of patients.
245. Unit of Service A measure of the work being produced
by the organization, such as patient days,
patient or home visits, or procedures.
246. Unlicensed Healthcare workers who are not licensed
Assistive and who are prepared to provide certain
Personnel elements of care under the supervision of
a registered nurse; technicians, nurse
aides, certified nursing assistants.
247. Unlicensed A term used to distinguish those for
Nursing whom nurses are accountable as
Personnel opposed to the numerous unlicensed
assistive personnel providing aid in other
clinical disciplines.
248. Utilization The quantity or volume of services
provided.
249. Values Inner forces that influence decision
making and priority setting.