A. Functions of Management Flashcards
(211 cards)
1
Q
The 4 functions of management
A
step 1. plan
step 2. organize
step 3. direct
step 4. control/evaluate
*planning is the basic function of management
2
Q
The 4 things involved in planning (OPPT)
A
- objectives
- policies
- procedures
- time span
3
Q
Part of planning function
Procedures
A
- details the steps
- specific guide for daily operations
- ex: ergonomics
4
Q
associated with procedures
ergonomics uses what kind of chart
A
a flow chart and template assocaitated with planning
5
Q
organizational chart shows
A
how the employee fits into the organization
6
Q
what is this describing?
-shows relationship of positions and functions
- depicts lines of authority shown woth straight lines (chain of command)
- chain of command top to lowest
A
organizational chart
6
Q
A
7
Q
organizational chart
not shown in the chain of command
A
degree of authority at each level or informational relationships
8
Q
2 kinds of span of control
A
- narrow span
- wide span
8
Q
span of control
A
number of individuals or departments under the direction of the one individual
9
Q
narrow span
requires more supervision
A
- more levels are created
- need more managers
- needed with newly hired personnel
10
Q
wide span
doesnt require supervision
A
- fewer levels and fewer managers are needed
- used with highly trained and highly motivated workers
11
Q
A food service manager who supervisies 35 employees has a problems with discipline and increased abesentism is experiencing
A
an excessive span of control
12
Q
FTE:
A
full time equivalent
useful in palnning the budget for wages
13
Q
absolute FTE
A
- minimum number of employees needed to staff the
facility - ONLY counts productive hours (hours actually worked)
14
Q
FTE / day
A
labor hours worked per day/ 8 hour normal work load
* Labor hours worked includes full-time and part-time workers.
14
Q
adjusted FTE
A
takes into account the benefit days and days off
15
Q
FTE / week
A
labor hours worked per week / 40 hour normal work load
15
Q
@ $20/hr how much salary is made a week for 1 FTE
A
step 1. $20x8hr (1 day)=160
step 2. 160 x32hr (4 days) = $51200
16
Q
FTE / year
A
labor hours worked that year/ 2080 hrs
17
Q
- A food service has seven 40-hour employees, five 20-hour employees, and three 16 hour employees. How many FTE’s are involved?
A
step 1: 7 employees x 40 hrs= 280
step 2: 5 employees x 20 hrs= 100
step 3: 3 employess x 16hrs = 48
step 4: add totals and divide by 1 FTE (40) = 10.7 FTE’s
18
Q
- How many FTE’s can you hire with a weekly budget of $8640 if the salary is $12/hour?
A
step 1: $8640/$12=720hr
step 2: 720 hrs/40 = 18 FTE’s
19
Q
relief workers
A
cover time off
20
Q
To determine how many relief workers are needed to cover a full time employee multiply by
A
0.55
21
If you have 20 full-time positions how many relief workers are needed:
20 X .55 =11 relief employees
22
oral communication provides
immediate feedback
23
5 organizational communication channels
| (directions on the organizational chart)
(1) downward
(2) upward
(3) horizontal
(4) diagonal
(5) informal channel (grapevine)
24
downward
## Footnote
uses memos for meetings and policy statements
* from Department Head down through the ranks of workers (chain of command)
* use procedure manuals
25
upward
## Footnote
more challenging if you do not use an open door policy
* from workers up to the Department Head
* open-door policy
* suggestion boxes
* grievance procedures
## Footnote
management needs to recieve vital inforamtion from lower levels
26
horizontal
* between departments (Nutrition and Nursing)
* between production and service within the Nutrition Department
27
On your meal rounds yo notice an elderly patient is not being fed prpoperly so you talk to the head of Nursing department
what kind of communication is this?
horizontal
28
diagonal
* minimizes time and effort expended in organizations
* between functions
* ex: ordering clerk in foodservice sends requests directly to purchasing department
29
informal channel (grapevine)
meets social needs of group
| talking casually
30
productivity is the efficiency with which a production or
service activity converts inputs into outputs, expressed as ratios
## Footnote
ratio measures inputs and outputs
31
product ratio measures
how efficient we operate
32
inputs (resources)
labor, money, materials, facilities, energy
33
outputs (units of service)
meals, patient days, consults (service provided)
34
examples of productivity
* labor minutes worked per day
* trays per minute
* consults per labor hour
35
to increase productivity
increase the output or decrease the input.
36
if there is increase input and output, productivity will
remain constant
37
how do you find meal per labor hour
#meals produced/# hours worked
## Footnote
Determine how many hours worked (if given in full-time equivalents, multiply by 40 if per week, multiply by 8 if per day)
38
20 FTE produced 2700 meals during one 40-hour week. How many meals were produced per labor hour?
step 1. 20 FTE X 40 hours (week) = 800 hours
step 2: 2700 meals/800 hours = 3.38 meals per labor hour
## Footnote
if asking per labor minute divide meals per labor hour by 60 instead of 40
39
delegation is the
## Footnote
instructions, motivate, provide training, require complete work, establish
* distribution of work to qualified people
* individuals are the adequate controls
| ex: The general guid line
40
# delegation
before delgating work a manager must have clear understanding of what they want done, give specific instruction, and -
* motivate
* provide training
* establish adequate controls
40
before delgating work to a subordinate first
evaluate skills and task difficulty
41
allowing an employee to change procedurers to achieve desired outcomes is an example of
delegation
42
what is the general guidline for starting a meeting
start on time
43
directing and controlling are the 2 management functions that require
the greatest allotment of time by a production manager
44
what do work simplification procedures do?
* increase productivity and decrease costs
* find and eliminate unnecessary parts of the job
45
* reduce motions and time required
* use shortest and straightest routes to move materials
## Footnote
simultaneous, symmetrical, natural, rhythmic, habitual
motion economy
46
exmaples of work simplification (6)
(1) motion economy
(2) occurrence sampling
(3) pathway chart or flow diagram
(4)operation charts
(5) process charts
(6) cross charts
47
observe random samples (intermittent observations) to determine percentage of time working or idle
occurrence sampling
48
scale drawing showing path of a worker during a process
pathway chart or flow diagram
| or flow chart
49
* movement of hands; reduces transportation and replan work areas
* use both hands simultaneously and effectively
operation charts
50
steps involved in process using symbols
process charts
51
efficiency of equipment placement, studies work motions, shows number of movements between pieces of equipment
cross charts
52
when trying to cut down on the number of emplpyees on the tray line, evaluate
the number of work stations avaibale
| look at the smallest part of the job (hand movements, steps taken)
53
It takes 14 mins to prepare 1 meal, and 300 meals are needed a week. How many FTEs are needed
step 1: 14 mins x 3 meals/day= 42 meals/min
step 2: divive 42 by 60 mins = .7 x 300 meals needed
step 3: divide answer from above 210 meals by 1 FTE
step 4: 210/ 40= 5.27 x 7 days/week
answer: 37 FTEs needed
54
# what study
* Idea of being well-treated by supervisors
* if you involve people in the process, they become more productive
Hawthorn studies- Western Electric - by Elton Mayo
55
# Hawthorn studies- Western Electric - by Elton Mayo
* productivity is due to
* worker were involved in an interesting experience, and were ___
* work breaks =
* employees given special attention
* well-treated by supervisors
* increased productivity
## Footnote
* placebo effect (special attention improves behavior)
56
# Theory and author
* people inherently dislike work and will avoid it if possible
* authoritarian
* work-centered
* workers prefer to be controlled and directed by pressure; motivation through fear
MacGregor: Theory X (negative, autocratic)
56
# Author associated with:
attitude of the manager toward employees has an impact on job performance (based on manager's assumptions as to how employees view work)
## Footnote
if managers expectations are high then productivity is high
MacGregor
57
# Author and theory
* work is as natural as play or rest
* management should arrange conditions so workers can achieve goals by directing own efforts
* democratic
MacGregor: Theory Y (positive, participative)
58
leadership styles (1- most controlling and 6 least controlling)
1. autocratic
2. consultative
3. bureaucratic
4. participative
5. democratic
6. free rein (laissez-faire)
59
asks for input, but makes major decisions alone
consultative
59
demands obedience, most control, full responsibility, crisis control
autocratic
| makes decisions on their own
60
by the book, follows procedures to the letter
bureaucratic
61
* emerging trend in management
* Encourage workers to participate in decision-making.
* Uses quality circles: small group of employees who meet regularly to identify and solve problems
## Footnote
results are improved productivity, quality, and morale
participative
62
guides and encourages the group to make decisions
democratic
63
least control, allows group to make decisions
free rein (laissez-faire)
## Footnote
minimal direction and control
64
# management theories
* uses behaivoral sciences, workers exist in social groups
* employee participation is needed for decision making
* improves morale and productivity
human relations (behaivoral) theory
65
# human relations (behaivoral) theory
* the value of the company comes from the employees
* everyone affected by the descion is involved in the decision making
Theory Z (Ouchi)
| Based on the premise: mutual- worker employer loyalty
66
# Theory and author
* work-centered
* wants the least motivation needed by supervisor
* find the best way of performing tasks (workers trained to work at many efficiency levels
## Footnote
ex: assembly line, manufacturing
Scientific management- Taylor
| focuses on the physical aspects of the job
67
what type of work environment does Taylor promote
* fastest pace possible and at maximum efficiency
| systematic approach to improving worker efficiency
68
# Managerial Characteristics
what are the 3 types skills in management?
| hard skills can be taught, soft skills must be developed and nurtured
1. technical (techniques, procedures)
2. human
3. conceptual
69
technical skills are important for a manager when needing understanding of and proficiency in a specific kind of activity or -
*at lower levels of management
| kitchen supervisor
70
**human skills** are important at all levels but mostly at lower levels of management for a manger, and are -
## Footnote
interpersonal superisor
* needed to work effectively as a group member
| ex: a supervisor being able to interact with different level employees
71
When are conceptual skills important for a manager
* at higher ranks on management
* need to be able to see ability to see organization as a whole
72
a supervisor promoted to department head needs fewer ____ and more ____
* technical and human skills
* conceptual
73
# Theory and author
* has authoritative leader, controlled interactions, closely focused goals
* often sit in horseshoe formation
* silent generation of ideas by participants
* vote for final decision
| modified brainstorming not chaotic
**nominal group technique** - Delbeca (generate innovative, creative ideas)
## Footnote
yields more ideas than traditional brainstorming
74
* designed to probe expert minds in a series of written interviews from which some consensus is sought
* participants do not meet
Delphi technique (consensus of experts)
75
managerial roles (3)
* informational
* interpersonal
* decisional
76
# which managerial role
* monitor- onstantly searching for information
* disseminator - transmits information to subordinates
* spokesman - transmits information to people inside and outside
informational managerial role
77
whihc managerial role includes a
* leader: responsible for the work, hiring, training
* liaison - dealing with those inside and outside the organization
## Footnote
ex: when the manager updates the director about the activities occuring on the patient trayline
interpersonal role
78
which managerial role
* entrepreneur
* resource allocator
* negotiator
decisional
79
# decisional managerial role
steps of problem solving (6)
1. Recognize and analyze problem
2. determine workable solutions
3. gather data
4. choose solutions (choose one and see how it works out)
5. take action
6. follow-up the action
## Footnote
managers spend of their time solving problems
80
cause and effect (fish) diagram focuses on-
* what influences the outcome
* on different causes of a problem
* asks what are the causes of the effects (results) you are seeking?
* and is represented by a-
## Footnote
useful in analyzing trayline accuracy
* series of connected arrows, each representing an important factor
81
cause and effect (fish) diagram is used to increase
* worker involvement in decision-making
## Footnote
ex: a facility with a labor turnover rate of 50% also experiences numerous eqipment malfunction (solution: employee training)
82
managerial traits (5)- power
| ability to exert influence
* reward power
* coercive power
* position (legitimate) power
* expert power
* referent power (personality, charisma)
83
This is an example of what kind of power trait?
* ability to reward another for carrying out an order
* praise to reinforce certain behaviors
reward power
84
This is an example of what kind of power?
* negative side of reward power
* ineffective in motivating
* may create resistance
* used to maintain minimum standard of performance
coercive power
85
This is an example of what kind of power?
subordinate acknowledges that the influencer has the right to exert influence due to position
| important for compliance
position (legitimate) power
## Footnote
ex: when a manager asks an employee to perfrom a task
86
This is an exmaple of what kind of power?
provides expertise
provides credibility
viewed as competent
| important for compliance
## Footnote
relate to subordiantes perfoamce and satisfaction
expert power
87
This is an exmample of what kind of power?
the ability of an individual to influence others through loyalty, admiration, trust, and respect.
| relate to subordiantes perfoamce and satisfaction
referent power (personality, charisma)
88
for an organization to function efficiently, a formal authorative system must be supplemented by
informal power and influence
89
what is a consultant RD okay to do vs not:
* plan future goals
* write policies and proceduress
* provide staff in-service
* supervision of dietary employees
supervision of dietary employees
90
2 supervisors for 1 employee is an example of
unsuccessful management
91
* may be called Minimum Wage or Wage Hour Law
* set minimum wage
b. for overtime work/(over 40 hours in 1 week) pay time and one-half
Fair Labor Standards Act 1938
| minimum wage - listed at Bureau of Labor Standards
92
# Fair Labor Standards Act 1938
amendment - Equal Pay Act 1963
prohibits discrimination on basis of sex.
93
Ten-digit identification number for providers and practitioners of heath care services. Used in standard transactions, such as in coordination of benefits between health plans, in healthcare claims, medical records
NPI National Provider Identifier
94
Credentialing is the process used to assess and verify the qualifications of a healthcare provider. Many insurance companies require RDNs to become credentialed in order to provide services for their members and in order to pay claims.
Which committee in charge of credentialing.
NCQA National Committee for Quality Assurance
95
an online credentialing portal that a provider can elect to share with multiple health plans or payer organizations. It eliminates the need for multiple insurance credentialing submissions.
CAQH ProView
96
A state agency issues a license to individuals who meet specified qualifications to practice a particular profession. Licensing statutes for dietetics and nutrition always include a title protection provision, which is designed to prevent unlicensed individuals from holding themselves out to the public as Dietitians, Nutritionists, or using other titles as specified in the statute.
What is this called
Licensure
97
court order to prevent someone from doing something
injunction
98
if a union memeber repeatedly arrives late, you should
report him to management
98
# union
management must be present at
bargaining sessions
99
before a change in policy can be made it requires
50% of the union voting plus one are in favor of the change
100
in general, seniority in a union is used for
promotion, schedules, layoffs
100
b. steps in order of bargaining betweeen union and employer
1. bargaining between union steward and management
2. if fails: mediation
3. if that fails: arbitration
101
neutral person helps settle differences
| decison is NOT binding
mediation
102
hearing to dissolve a dispute during an impasse
| decision is usually binding
arbitration
| FINAL step in bargaining
103
Unions can negotaite
working conditions, vacations and holidays
| not personnel requirements or strategic initiatives
104
# what does this represent?
hour by hour
training
tasks and time
work schedule
105
list what steps
what to do and how to do it
no time limits
job breakdown
105
remove similar tasks to alleviate boredom
| associated with routine jobs
job enlargement
106
* increases number of tasks and control the employee has over the job
* Maslow and Herzberg motivator (advanced training)
job enrichment
## Footnote
upgrades job by adding motivating factors
107
# types of interviews
what type of interview uses checklist or preplanned strategy and minimizes personal biases
structured (directed)
| provides the same informational for all
108
# types of interviews
* no definite checklist
* more participation from applicant
* ex: "Tell me about your last job", sales, counseling, management
## Footnote
allows the applicant to direct the conversation
unstructured (non-directed):
| used with higher levels of personnel
## Footnote
useful in assessing interpersonnel and communication skills
109
* studies all aspects of job, done by worker and their supervisor
* conducted **FIRST** to collect information for job description
job analysis
110
* reflects required skills and responsibilities (list of duties)
* written **AFTER** job analysis
* matches applicants to job, orientation and training, employee appraisal
job description
111
* Personnel depart uses this when looking for employees to hire
* **LAST** thing written after job decription
* includes duties involved, conditions, qualifications (education experience)
Job specification
| does not have detailed information as to what to do or time involved
112
best use of an employee evaluation is to improve their
** performance** by providing feedback
113
disciplinary actions steps (4)
## Footnote
steps taken to correct undesirable behavior
1. oral warning
2. written warning
3. suspension
4. dismissal
114
what kind of warning discusses nature, cause, corrective actions
## Footnote
temporary in record
oral warning
| always appraoch discipline by speaking one on one first
## Footnote
ex: an employee consistently calls sick before and after holidays ---> approach this by speaking to him for the reasons for absensce
115
what kind of warnging adresses a repeat violation or as first action if warranted
written warning
## Footnote
permanent in employee record
116
which disciplinary action forces leave of absence without pay
suspension
## Footnote
permanent record
117
labor turnover rate formula
number of employees terminated (seperated)/total positions in the department x 100
118
High labor turnover rate results in
higher labor cost (replacement, hiring, training)
| Goal: low turnover rate
119
the purpose of budgeting in management
gives manager a basis for CONTROL
120
3 requirements for budgeting
1. flexible
2. adjustable according to changes
3. usually reviewed monthly
120
Financial management begins with
the budget
121
what are the three types of budgets
1. operating budget
2. cash budget
3. capital budget
122
what involves the forecast of revenues, expenses, and profit for a specific period of time
operating budget
122
what is the first component projected in a budget
operating budget
| forecast sales or revenue (income) portion
## Footnote
AFTER this, budget expenditures- (labor, food, operating expenses) related to the in a budget projected level of revenue
123
what is a budget expenditure based on
cash-flow budget
| estimates income and expenditure over time
124
what budget includes plant facilities, equipment, cost of improvements and repairs (service, maintenance contracts), expansions, replacements, long term, future renovations
capital budget
| includes expenditures whose returns are expected to last beyond one year
125
A pro forma statement (hypothetical) projects
expected income, expenditures and profit
125
Resource allocation includes efficient allocation of people, materials, and equipment to meet the needs of the
operating system (can lead to cost savings).
126
The CPM, Critical Path Method, helps plan and control an operation. It identifies the most____, to best allocate limited resources.
critical activities
127
Food cost is the most readily ____ item and subject to greatest ____
* controlled
* change
128
These are all part of:
* **menu planning** - most important
* **type of service** - selective menu reduces waste and cost
* **purchasing methods** - group buying reduces costs
* **receiving control** - weigh in and check items against invoice (recieving, storage)
* **storage and production control**
Food costs
129
Formula for Edible Portion (EP) using as purchased (AP)
AP/Cooked edible weight = EP
130
What is one way to control costs and maintain customer satisfaction?
Use standarized portions
## Footnote
keep records of employee meals
131
Labor costs is less controllable than
food costs
132
operating cost is what % of the budget and incldues:
* 12-18%
* utlites (electicty)
* laundry
* cleaning
| a small portion of the ovreall budget goes here
132
what factors effect cost control
food cost
labor cost
operating cost
133
What is able to show you a financial condition as of a particular date (static)
A balance sheet
| analyzes operational effectiveness
## Footnote
a quick way to assess the financial condition of the business
134
a balance sheet includes
assests and liabilities
135
These are examples of:
* cash
* inventory
* accounts receivable (amounts owed to you)
assets (goods and products owned)
| assets = liabilities + capital (equity, owner's interest)
136
an income statment (revenue) and balance sheet both analyze
operational effectiveness
136
liabilities
amounts owed to others
137
assesses ability to meet short term debt- within 12 months (pay bills when due)
liquidity ratios
| current assets and current liabilities (current: within 12 months)
138
* compares organization with similar ones
* compares ratios with those projected or with preceding ratios
= vano
financial ratios
| use of formulas to analyze an organization's financial position
139
assess ability to meet long term debt, solvency
net worth ratios
| total assets and total liabilities; debt to asset ratio
140
shows current effectiveness of inventory control; are you efficiently using the assets to produce more income?
d. turnover ratios (asset management)
141
cost of sales (COGS or food cost) / average inventory cost =
inventory turnover rate
142
What shows:
* the managers ability to control the investment in the inventory
* how often inventory is being consumed and replenished
An inventory turnover rate
| increases during the accounting period
143
A turnover rate of ____ is often desirable.
2-4 times per month
144
# Inventory turnover rate
High ratios indicates -
Find the turnover rate:
Food cost for June $37380
Average inventory cost $17500
limited inventory is being kept
* Food cost: 37380/Average food cost 17500 = 2.136
* The inventory turned over 2.1 times that month.
145
# Inventory turnover rate
Low ratios indicates
large amounts of money are tied up in stock/storage
## Footnote
a concern for stock not moving is spoilage
146
what is the amount of time needed to pay back the money invested in an item
payback period
147
how do you calculate pay back period
1. add up the costs of the service.2
2. Add up costs saved by using the new service.
3. Divide costs of service/ dollars saved.
148
the hospital budget for the first 6 months is set at 80% occupancy rate. Budget figures for this level are listed below. The second 6 months will have an occupancy rate of 60%
what would the **food cost** be for the second 6 months
food cost: $30,000
labor cost: $25,000
operating cost: $24,000
1. multiply 60% by the original food cost (30,000)
2. get the new food cost and divide by 80%
3. answer: $22,500
148
1. add up actual costs for this year (labor cost, food cost, operating cost)
2. Multiply times expected increase for future date
3. Add the increase in cost to the current cost.
4. Total all costs.
This will give you?
the projected balance for a future date
149
the organized gathering of data and information for the purpose of analyzing a service for the client
market research
150
The product or service is anything you
offer in exchange for money or something
client
150
A market segmentation divides the market into
groups of people with similar product needs
151
The process of identifying a need, assisting potential clients in recognizing that need, and filling that need
marketing
152
what represents an exchange of ownership: producer, processor, distributor, supplier, and customer
| all of the steps involved in marketing
Marketing channel
153
demographic variables:
age, gender, race, education, income
153
what are the 4 market segmentations
1. demographic variables
2. geographic variables
3. psychographic
4. behavioristic
154
geographic variables
urban, suburban, climate, resources, cultural values
155
psychographic
* social class
* lifestyle
* motive
## Footnote
Innovators: high income, high self-esteem
Makers: lower income, focus on self-sufficiency, family-oriented Achievers: successful individuals, higher incomes Experiencers: young, impulsive, variety-seekers
156
behavioristic
occasions, loyalty, purchase volume
157
fixed cost/selling price - variable cost=
Breakeven point (BE)
157
point at which sales revenue (income) will exaclty cover fixed and variable costs
Breakeven Point
| you don't make or lose money
158
on a graph the BE point is where the
total cost line crosses (or meets) the revenue (sales) line
158
when cost increase the BE
increases
159
If revenue comes in less than BE that means you
lose money
160
Using the following information, determine the **selling price** of the meal used to determine the break-even point. Fixed costs $100, Variable costs per meal $5, Break-even point 20 meals
a. $10
b. $15
c. $5
d. $2.50
step 1. find total price using VC x BE (units)
step 2. Add FC to total price
Step 3. divide new total by units sold
answer 10
161
how do you calculate selling price using factor pricing method
| does not include labor cost
mark up factor x raw food cost
162
how do you calculate mark-up factor
100/food cost %
163
Using the factor method, determine the selling price using the data below.
raw food cost 3.14; prepared food cost 5.21; labor cost 3.39, over head 1.12; factor 3.37
## Footnote
with factor method you are only taking into accound raw food and mark up factor
* use factor pricing method formula
* multiply 3.37 x 3.14 (raw food cost)
* answer: $10.58
164
how do you calculate selling price using **prime cost method (raw food cost + labor cost involved in making the item)**
step 1: determine prime cost: raw food cost + direct labor cost
step 2: determine price factor (markup)
step 3. add desired food cost percentage to percentage of direct labor cost
step 4: divide 100 by new total (from step 3)
165
selling price (price cost method) =
prime cost (raw food + labor cost) x price factor
166
How do you find labor cost per meal:
What is the labor cost per meal?
Total food purchased $32, 123
Total cafeteria sales $23,231
Total labor expenses $25,790
Meal equivalent factor $2.15
Total patient meals served 1923
step 1: find how many meals were served at the cafeteria (cafeteria sales/ mEq)
step 2. add number of meals served in the cafeteria to patient meals served
step 3. divide labor expenses by total meals served
answer: 2.03
## Footnote
mEq= food sales/ # meals
167
Accreditation organizations - certify, manage and promote quality improvement
ex: Medicaid: federal law administered by ___, payment for medical care for all eligible needy: __ ages, blind, ___, dependent children
Under Medicaid: ACA Patient Protection and ________ Act: opportunities to provide
___ under benefit category "Preventive and Wellness Services"
b. Medicaid: federal law administered by states, payment for medical care for all eligible needy: all ages, blind, disabled, dependent children
(1) ACA Patient Protection and Affordable Care Act: opportunities to provide
MNT under benefit category "Preventive and Wellness Services"
168
which organization validates Medicare compliance
DNV GL Healthcare accreditation
169
which organization accredits and certifies healthcare organizations
TJC The Joint Commission
170
which health insurance program is for people over 65; of any age with end-stage renal disease, employers and employees pay into it
medicare
171
# CMS Centers for Medicare and Medicaid Services
what is provided by ACA Affordable Care Act to Medicare beneficiaries
A Wellness Visit (AW)
(2) Part B: optional insurance for supplementary benefits
## Footnote
RDNs are listed as an eligible medical professional who may screen and counsel Medicare beneficiaries.
172
In PART A medicare, a hospital inpatient stays under
PPS (Prospective Payment System) using predetermined rates for hospital discharges
173
what is the benefit for obese under Medicare Part B called
IBT Intensive Behavioral therapy:
| Can only be provided by a physician
173
what are IBT requirements
* Coverage is granted only in primary care setting
* BMI must be >30
* continued treatment of weight loss assessed at the seventh month of treatment.
174
# coding and billing insurance requirements
Which code is used for Clinical Modification and describes an individual's disease or medical condition
a. codes for malnutrition
1. **ICD -10-CM** (International Classification of Diseases 10th Revision)
a. E43 - E46
175
# coding and billing insurance requirements
what code is five digits and describe the services rendered.
CPT Codes (Current Procedural Terminology)
## Footnote
MNT codes 97802, 97803, 97804 are used to report RDN provided services
176
which code is used to submit non-institutional claims to Medicare/Medicaid for Healthcare services
CMS 1500 form
177
what determines whether the goal of the intervention is worthwhile in terms of cost
| compares program benefits to net savings
cost benefit studies (OR cost benefit analysis)
178
In a cost benefit analysis the value of the benefits derived from the intervention must
outweigh the costs of providing the intervention.
179
which analysis assumes that the goal of the project is worthwhile.
Cost effectiveness analysis
180
A cost effectiveness analysis tells you
which method of intervention is the most effective (in terms of value) in achieving the goal
181
A cost effectiveness analysis compares ___ using the results of ____
* costs of alternative strategies
* outcomes research
| what works best for whom and at what cost
182
Evaluating quality patient by periodically assessung the outcome of nutrition therapy is an ex of what
CQI- continuous quality improvement
183
A problem-solving technique for coordinating process improvement
TQM Total Quality Management -PDCA cycle (plan, do, check, act) or PDSA (plan, do, study, act)
184
Continuous Quality Improvement (CQI) - integral part of TQM-
believes that systems and performance can always ____
improve
| no an end point in quality efforts, uses outcome assessment
185
which philosophy suggests making continuous and small incremental improvements in process on a daily basis, rather than large revolutionary changes.
Kaizen philosophy "good change"
## Footnote
focuses on teamwork, discipline, improved morale, quality circles, and suggestions for improvement
186
A decision to feed patients in their rooms, rather than the cafeteria is based on:
the philosophy of the institution
187
the purpose of outcomes research is to determine
the most cost effective way to solve a problem
188
# *
what is a serious event that requires further investigation each time it occurs
sentinel event
| ex: NPO patient receiving regular tray
189
sentinel events indicators have a threshold of either 0% or 100% (never or always)
what are examples of 0% and 100%
* 0% food poisoning
* 100%. Dish-machine area floor is dry
* 100% oncology patient are fed within 5 days
190
The 4 functions of management
step 1. plan
step 2. organize
step 3. direct
step 4. control/evaluate
| *planning is the basic function of management
