Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

5300 Quiz 1 > 5300 Quiz 4 > Flashcards

5300 Quiz 4 Flashcards

1
Q

The benefits of becoming more time conscious are?

A

Increased job satisfaction & productivity. Improved interpersonal relationships. Better future direction. Reduced stress. Enhanced health.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

The time wasters, common sources of wasted time?

A

Failure to delegate; to plan & establish priorities. Over-planning & organizing. Face-to-face contacts. Telephone. Computer. Meetings. Paperwork. Personal habits.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

The biggest wast of time in face-to-face contact is found in?

A

the tendency to engage in excessive small talk and social conversation when we should be dealing with business.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

How to address the problem of drop-in-visitors:

A

Refer them to the appropriate department, ex. purchasing. Have visitors screened. Have them make appointments for better time. Learn to control social conversations with other employees who visit. Take control your own time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

What is the major force in the productive use of time?

A

the process of planning & setting priorities, along with proper delegation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Strategies for making the telephone work for you.

A

Have calls help when in meetings, etc. Forward calls when you will be away. Jot down what you want to say b4 calling. Return all your calls at one time each day. Leave a detailed voicemails.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Strategies to enhance meeting efficiency:

A

Only held when necessary. Planned and organized w/ specific purposes in mind. Started on time, end on time. Keep to the subject.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Strategies to enhance efficiency when doing paperwork:

A

Sort into 3 categories: 1. Items which are urgent &/or can be dealt w/ in a few minutes. 2. Items which require time, or can be done at leisure - delegate much of this. 3. Items to discard.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What is the relationship between stress and time management?

A

Stress is often caused by a sense of loss of control. Time management allows us to regain some control and there by reduce stress.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

From where do time wasting pressures come?

A

Your boss. The system. Your employees. Yourself.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

What is the moral of the story regarding the use of rocks to illustrate good time management?

A

Put large rocks in the jar first to be sure important things get accomplished

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

What is the major way that managers waste time by failing to delegate? Managers

A

spend time doing things that others could do very well

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

How is time wasted when supervisors fail to plan and establish priorities?

A

Tasks of lesser importance consume a disproportionate amount of time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

When are planning and organizing a waste of time? When they

A

Occur to excess

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What is the first step in making good use of your time?

A

Conduct a thorough analysis of how you use your time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

When preparing a work objective, what elements are necessary?

A

What is to be done. How much is to be accomplished. When does it need to be completed

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

What is the best way for a manager to handle incoming mail?

A

First sort according to importance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

When do work pressures and stresses lead to physical and psychological problems for a manager?

A

When the manager experiences a loss of control.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

T/F? The manager who effectively manages time will experience less stress on the job.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

What is the best thing to do if your boss gives you a task that, time-wise, you are unable to handle?

A

Honestly discuss your situation, consider a compromise

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

What should you do if everyone around you has poor time management practices?

A

Take leadership in improving the system

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

In the case, “Ten Minutes to Spare,” what is the best solution?

A

Meet with Wade then and there.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

What is the danger in meeting with Wade then and there?

A

He’ll take up more than 10 minutes.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

If you decide to meet with Wade, what is the best way to manage your time?

A

Control the meeting, stick to the ten minutes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Why might it be important to meet with Wade then and there?

A

The finance director came to your office, the issue probably deserves your immediate attention

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What are the common barriers to supervisory effectiveness?

A

Fear of failure. The search for perfection. Temper.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

What are the stress producers that can be at work within ourselves?

A

Self-doubt - lack of confidence in own abilities. Lack of organization. Inability to plan and prioritize. Perfectionism. Inability to say no. Tendency to take all problems as indication of our shortcomings. Tendency to take all criticism personally.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

How do you improve your effectiveness as a supervisor?

A

Conscientious self-improvement in the use of your personal resources.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

What are the 3 categories of paperwork?

A
  1. Genuinely must do immediately 2. Takes time to do it, possibly delegate 3. Toss it
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

What are resources to improve yourself?

A

Initiative. Organization. Individual planning & goal setting. Look into ways to organize & plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Stress

A

The non-specific response of the body’s ability to prepare itself instantaneously to respond to physical threat; emotional as well as physical. Or loss of control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Sources of stress

A

Personal life, total job environment, yourself

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

What are strategies to coping w/ supervisory stress?

A

Learn to say no or speak up. Do not let your work grow. Delegate. Vary your pace. When the going gets rough, take a few minutes to relax.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Personal orientation

A

Internal vs. external focus. Narrow vs. Broad scope

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Internal focus

A

Involvement - personally affected by what goes on, you feel the distress of others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

External focus

A

Detachment - don’t take things personally, cope with stress better.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Narrow scope

A

Deal better with one task at a time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Broad scope

A

“Juggle” a variety of tasks. Multitasks well.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Performance orientation

A

Functional vs. personal focus. Reactive vs. assertive scope.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Functional focus

A

Focus on the next most important task to be done.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Personal focus

A

Focus on personal favorite tasks first

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Reactive scope

A

Waits to be told what to do. Only responds to what happens.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

Assertive scope

A

Proactive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

A functional and assertive supervisor wil:

A

Complete high priority tasks first. Important problems are taken care of in a timely manner even when unpleasant or difficult. Accomplishment & achievement give them job satisfaction. Meets the needs of the org.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

Over which do we have more control: scope of focus?

A

Scope is less emotionally tied than focus - we can control our scope more.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

What is the first step in becoming an effective manager?

A

Acknowledge that your success begins with self-management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

In which of the following is initiative LEAST essential for a new manager?

A

Task performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

Initiative is essential in the following:

A

Use of time. Self-improvement. Personal organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

What are the five things you can do to nurture effective self-management?

A

Initiative. Personal organization. Individual planning and goal setting. Prioritize Effective use of time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

Key barriers to personal effectiveness?

A

Fair of failure. Desire to be perfect. Uncontrolled temper.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

What is the first step in handling barriers to personal effectiveness?

A

Awareness of the offending quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

How can you prevent file drawers from serving you poorly?

A

Clean out the contents regularly

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

What should you throw away when cleaning your office?

A

Suppliers’ catalogues and price lists from last year

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

What should you do with important items received in the past week and need at the end of the month?

A

File them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

Which of the following is NOT considered essential for personnel?

A

Franklin planner

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

What are considered essential for personal organization?

A

Daily to-do list. Simple planning calendar. Flexibility: time to deal with the unexpected. Also, it’s good to work against personal deadlines.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

What is an appropriate way to describe the stress experienced by a manager?

A

Loss of control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

T/F? A common source of managerial stress is one’s personality, inherent capabilities, and approach to daily living.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

Which of the following is a good long term antidote to job stress?

A

Delegate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

For a manager, what is generally the major source of wasted time?

A

We allow others to waste our time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

What was the fatal flaw in Kay’s planning (situation at the beginning of the chapter)?

A

She didn’t leave time for the unexpected

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

T/F? A lack of personal organization can contribute greatly to job stress.

A

True

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

Which of the following types of personal orientation would be best for a supervisor?

A

Broad scope and external focus

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

A supervisor would probably perform best if she were in which of the following performance types?

A

Assertive posture and functional emphasis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q

The six steps of the basic decision-making process are:

A

1) ID the problem 2) Gather information. 3) Analyzing information & arranging it into alternatives. 4) Choosing an alternative. 5) Implementing the chosen alternative. 6) Follow-up on implementation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q

What is the central element of decision-making?

A

Analyzing information and choosing an alternative.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
67
Q

Choosing an alternative

A

Think of the outcomes & weigh them. Implementation is the action step. Following-up is the weakest step.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q

ID the problem

A

Watch that you do not just look at the symptoms. Gather info - try to watch for main sources of info. You can never get all of the info, so collect relevant info to make sound decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
69
Q

Constraints

A

Those imitating conditions that rule out certain alternatives: time, money, quality of care & service, personalities - Who will instigate?, politics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
70
Q

Absolut constraint

A

Clearly defines a limit beyond which you cannot go, for ex. the cost of an item

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

Practical constraints

A

More often than not, constraints present themselves by limiting the practicality of a decision. An alternative is impractical under the circumstances. It’s not practical.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
72
Q

What is the relationship between decision making and the basic functions of management?

A

Decision making is part of all basic management functions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
73
Q

What must you consider when IDing the problem?

A

Is it really a problem at all? The nature of the problem - unique; common & recurring problem; or self-resolving. Is it the real problem of a symptom there of?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
74
Q

How much and what kind of data do you need when gathering information?

A

Gather enough info to give you some degree of assurance that you are making a decision consistent with reasonable risks. Be sure it is fact based.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
75
Q

What questions need to be answered when choosing from among alternatives?

A

Does this deal answer deal with the problem rather than with an effect. Will this answer have the effect of creating policy or precedent, will it formally guide future decisions? Will the implementation of this solution have adverse effects on other areas of the operation?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
76
Q

Choosing an alternative

A

Think of the outcomes and weigh them. Implementation is the action step. Following-up is the weakest step.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
77
Q

What word is used to characterize “implementing the chosen alternative?”

A

Implementation is action, putting the decision to work

78
Q

What constraints hamper decision making for health care managers?

A

Time, money, quality, personalities, politics, absolute and practical constraints.

79
Q

In terms of risk, what is the objective when making decisions?

A

To refine judgement by learning as much as it is practical to learn about the alternatives.

80
Q

What is the range of decisions that must be made by a health care professional?

A

From purely objective (or totally fact based) to completely subjective (totally judgmental decision.)

81
Q

What single circumstance has the greatest effect on the character of any particular decision?

A

The imposition of pressure.

82
Q

What are the limits of a manager’s decisions?

A

limitation of the time available in which to investigate properly and make a decision.

83
Q

How does decision making differ among the different leadership styles?

A

How much decision making authority you delegate to your employees will be a direct reflection of your leadership style.

84
Q

Pre-decision making step?

A

Awareness of the likely existence of a problem that causes the decision maker to apply conscious effort to determine what may be wrong.

85
Q

What is the relationship between decision-making and the basic functions of management?

A

All functions require decision-making

86
Q

What is the central and essential element of decision-making?

A

Choosing from among alternatives

87
Q

What is the first step in decision-making?

A

Define the problem

88
Q

One’s supervisory decisions are greatly influenced by personal values and experience?

A

True

89
Q

Many decisions are imperfect; decisions are often compromised by lack of resources or the situation?

A

True

90
Q

Which of the following IS NOT a step in the formal decision making process?

A

Arriving at consensus

91
Q

What must you consider when identifying the problem?

A

Be sure you are dealing with a real problem, not a symptom

92
Q

How much data do you need when gathering information?

A

All relevant information needed to make a sound decision

93
Q

Weightier and more costly decisions require you to obtain more and better information in the data gathering phase?

A

True

94
Q

All data should be treated in the same way, regardless of its source or type?

A

False

95
Q

What causes the decision-making process to get bogged down?

A

Feeling you never have “enough” information to make a good choice

96
Q

Of the following, What question do you need to answer when choosing from among alternatives?

A

Does this choice best meet our needs and preferences?

97
Q

What word is used to characterize “Implementing the chosen alternative?”

A

Action

98
Q

What is the weakest part of the decision making process?

A

Follow-up on implementation

99
Q

Having made a decision, never turn back – even if people resist the change you need to implement the choice?

A

False

100
Q

Of the following, which IS NOT a constraint to decision-making?

A

Teamwork

101
Q

How do constraints impact decision making?

A

They limit the list of viable alternatives

102
Q

In terms of risk, what is your goal when making decisions?

A

Keep risk and uncertainty to a minimum

103
Q

Health care professionals make decisions that range from the highly objective to the purely judgmental?

A

True

104
Q

The manager’s decisions should be within the range of ______.

A

designated authority

105
Q

Which leadership style will include employees greatest in decision making?

A

Participative

106
Q

With regard to the situation presented at the beginning of the chapter, what is the primary decision making challenge facing Helen, the manager?

A

Lack of awareness of the problem

107
Q

A budget is?

A

A financial plan that serves as a financial guide for a coming period of activity (usually one year)

108
Q

Participative budgeting

A

Yields the most realistic budgets. Encourages supervisory commitment. Strengthens inter-department relationships. Enhances team spirit. Encourages more realistic planning.

109
Q

Fiscal year

A

Consecutive 12-month period established for accounting purposes (in most places is now the calendar year)

110
Q

Fixed vs. flexible budgeting

A

Fixed budget assumes operations evenly spaced throughout the year, flexible budget allows for seasonal or other variations.

111
Q

The total budget

A

The operating budget. The capital budget. The cash budget.

112
Q

The operating budget includes three parts

A

Statistical budget, expense budget, revenue budget

113
Q

Statistical budget

A

Projections of activities for following year, ex. admissions or discharges expected, number to tests.) Could be projected by year or month based on knowledge of past history. Based on past data & future projections. The “best guess” for the coming year.

114
Q

Expense budget

A

Attempts to anticipate costs of operations for each department individually and the organization as a whole. Includes personnel costs and all other costs. Primary area of supervisory involvement.

115
Q

Revenue budget

A

Projection of the income likely to be received by the institution during the budget year.

116
Q

Zero-based budget

A

Budget in which you must state why you want everything.

117
Q

What is budget usually based on?

A

historical facts.

118
Q

The capital budget

A

Expenditures for major fixed and movable equipment - costs spread out for a number of accounting periods. Requests for these items are competitive within an institution. Takes a lot of planning.

119
Q

The capital budget includes the following:

A

Expression of the priority of purchase. Projection of costs. Project description and justification. Identification as addition, replacement, or improvement. Projected impact on revenue.

120
Q

Cash budget

A

Completed last. Estimates of the institution’s cash needs as compared with projections of cash receipts over the term covered by the budget.

121
Q

A budget is a plan that…

A

attempts to look into a time period in the future and is necessarily based on projections and estimates.

122
Q

Full-time equivalent (FTE)

A

the amount of labor input equivalent to one full-time employee.

123
Q

Staffing standards

A

either engineered, predetermined, or comparative benchmarks

124
Q

Budget coordination meeting

A

Kick off of budgeting activity, usually held 3 to 4 months before the budget is due to the board

125
Q

With which function of management is budgeting associated?

A

Planning

126
Q

What are ways a budget can be used in a department?

A

Control mechanism. Cost-containment tool. Can be basis of performance evaluation. Means of directing efforts towards productivity improvement.

127
Q

Why is it useful to involve supervisors in the budgeting process?

A

The budget is more realistic and workable. More committed because they helped develop it. IDT becomes stronger through collaboration. Fosters teamwork. Encourages more realistic planning.

128
Q

What is a “fiscal year?”

A

The 12 month accounting year, may be any 12 month consecutive period.

129
Q

Fixed versus flexible budgeting refers to?

A

The structural character of the budget relative to activity throughout the year.

130
Q

Fixed budget

A

Simpler. Assumes a stable level of operations throughout the year & spreads all budgeted costs evenly across the 12 months.

131
Q

Flexible budget

A

Some costs are treated as fixed because they are fixed, or because it is easier to handle them that way. Some costs are flexible because they vary based on departmental activity.

132
Q

What are the three major parts of an operating budget?

A

Statistical budget. Expense budget. Revenue budget

133
Q

How does a manager arrive at anticipated personnel costs for a budget?

A

Determines projected work hours and non-worked hours based on historical data, projected pay increases, and anti pated work load. Assumes uniform distribution of worked hours.

134
Q

Staffing

A

Determining how many people of what specific skills are needed and making them available.

135
Q

Scheduling

A

Determining who, by name and skill, will do what work and when (specific time period.)

136
Q

With which basic function of management is staffing associated?

A

Organizing and establishing the framework within which the work will get done.

137
Q

With which basic function of management is scheduling associated?

A

Planning. A schedule is a quantitative plan for a coming period of time.

138
Q

A position covered 2 shifts per day, 7 days/week requires ? FTE?

A

2.8

139
Q

Staffing standard

A

A number that reasonably relates required staff to the department’s basic unit of output.

140
Q

Zero-budgeting

A

It is assumed that nothing is in place and a case must be built for what will be needed to accommodate the expected volume.

141
Q

What are staffing standards and benchmarks as they relate to productivity?

A

they give a guideline for the number of FTE per unit output.

142
Q

Responsibility of the board of directors in budgeting process?

A

Ultimately responsible for everything in the budget and thus retain final authority for final approval of the budget.

143
Q

Responsibility of the administrator of CEO in budgeting?

A

Must ensure the budget being submitted is in line with the goals of the organization, is realistic and reasonable.

144
Q

Responsibility of the finance director in budgeting?

A

Active role in preparing the cash and revenue budgets, and in assembling all pieces of the operating budget into a total budget.

145
Q

Responsibility of supervisors and department heads in budgeting?

A

Assembling the expense and capital budgets for their own departments.

146
Q

Cost center

A

The smallest organizational unit for which a budget is prepared.

147
Q

Budget committee

A

CEO, finance director, director of nursing, & other major department heads, and possibly board finance member. Establish and distribute the guidelines for budget prep.

148
Q

Budget Variance Report

A

pp

149
Q

Budget summery presented to the board generally includes:

A

Narrative description and some key elements. Condensed income statement for the budget period. Summary of capital expenditures. Cash analysis. Key factors used in forecasting. Budget’s estimated impact on services & finances.

150
Q

With which functions of management is the budget closely associated?

A

Planning and controlling

151
Q

What are important uses for the budget?

A

Cost-contatinment. Performance evaluation. Tool for productivity improvement.

152
Q

What is the result from “involving supervisors in the budgeting process?”

A

Stronger commitment. Enhanced spirit of teamwork. A more realistic budget.

153
Q

What is a “fiscal year?”

A

12-month accounting year

154
Q

What type of budget is it when costs are divided equally among the 12 months?

A

Fixed

155
Q

With a flexible budget, the budget for February is likely to be somewhat less than the budget for March?

A

True

156
Q

Of the following, which WOULD NOT be part of the operating budget?

A

Capital budget

157
Q

The opening of a new Orthopoedic Hospital in the area will have a major impact on the statistical budgets of other hospitals.

A

True

158
Q

How might you define a “budget?”

A

Control tool

159
Q

When a manager says, “I’ve got to work on the budget,” what is s/he usually referring to?

A

Operating budget

160
Q

What is the first step in the budgetary process?

A

Guidelines set and distributed by administration.

161
Q

Of the following which IS NOT part of the capital budget?

A

equiment repair

162
Q

In what part of the budget would you find heating and air conditioning?

A

indirect expenses

163
Q

Which of the following IS NOT part of the personnel budget?

A

Overtime

164
Q

What is part of the personnel budget?

A

Fringe benefits. Wage and salary. Anticipated raises.

165
Q

In which part of the budgeting process do supervisors have greatest involvement?

A

Expense budget

166
Q

How many FTEs are needed to cover a position that needs to be filled for only one shift for seven days?

A

1.4

167
Q

How many FTE are needed to cover your department for one week if you have 3 positions on each of 3 shifts?

A

12.6

168
Q

How many EMPLOYEES do you need if you require 4.5 FTE and only two of your staff work 40 hours/week?

A

Unknown

169
Q

Who gives final approval for the budget of a health care institution?

A

Governing board

170
Q

T/F? In zero based budgeting expenses generally show an incremental increase of 2-3%?

A

False

171
Q

What is the basis of staffing standards and benchmarks as they relate to productivity?

A

Minutes/hours needed to accomplish the department’s workload

172
Q

On the sample budget in the Course Notes, for what line item has the department spent more than it budgeted?

A

Printing and photocopying

173
Q

On the sample budget in the Course Notes, which category is most over budget for the year?

A

Supplies and other expenses

174
Q

What does the department head do when engaged in a variance analysis?

A

justifies differences between actual expenditures and budgeted amounts

175
Q

When would a department head write a budget justification? When

A

requesting a new piece of equipment

176
Q

You have two open positions and have been unable to find suitable persons to hire. You are considering asking administration to let you use personnel from a health care employment service to cover certain shifts. Which of the following will be required?

A

cost comparisons

177
Q

For personnel costs, when must a manager answer for variances between the budget and actual expenditures?

A

+ 1- 2%

178
Q

Why is there a difference in allowable variances between personnel costs and nonpersonnel expenses?

A

Personnel costs comprise more than half the budget

179
Q

According to the article “Before you make that big Decision” Which of the following questions should be asked before making a decision:

A

Have credible alternatives been considered. Have the people making the decision fallen in love with it?

180
Q

Should you be overly cautious when making big business decisions?

A

No. According the article

181
Q

What are the quadrants in the Covey square?

A

Important/Due soon. Important/Not due soon. Not important/Due soon. Not important/Not due soon.

182
Q

According to Randy Pausch, should your email inbox be used as a ToDo list?

A

No

183
Q

The involvement of individual supervisors in the budgeting process encourages their commitment; committed, they are more likely to strive to make it work?

A

True

184
Q

A budget serves several purposes for the institution and the individual supervisor, including:

A

Being a quantitative expression of the institution’s operating intentions.

185
Q

Most of the important elements in decision making are present in every decision-making situation even though they might not be openly noticeable?

A

True

186
Q

In making today’s decisions and looking ahead to the need to make decisions in the future, the manager should:

A

Recognize that it is not possible to anticipate all contingencies and pre-make all decisions

187
Q

In addition to a brief task list revised and up dated each day, it also is helpful for the supervisor to:

A

Create and maintain a simple planning calendar for known commitments

188
Q

Excess delegation is often revealed as a significant time waster?

A

False

189
Q

Over-planning and over-organizing present hazards for some supervisors because:

A

They reduce efficiency by consuming time that should be applied to getting things done.

190
Q

Job-related stress will usually arise from all of the following except?

A

Delegation has distributed some of the supervisor’s authority to employees

191
Q

Job-related stress will usually arise from:

A

Work piles up and the backlog seems to get larger all the time. Demanding supervisors exert pressure with more assignments, changing priorities, and tighter deadlines. A growing feeling of working in the midst of disorganization and confusion.

5300 Quiz 1 (6 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions