B - Lesson 6 Information Management Flashcards
1
Q
is defined as the transfer of information including feelings, and ideas from one person to another.
A
Communication
2
Q
The goal of communication is to have the receiver [?] the message as it was intended.
A
understand
3
Q
is essential for the coordination of business/laboratory.
A
Communication
4
Q
provides management with answers to questions related to what motivates its workers to perform effectively, what products or services the customers want, and others.
A
effective communication system
5
Q
is a two way process in which a sender reaches a receiver with a message.
A
Communication
6
Q
SIX COMPONENTS OF AN EFFECTIVE COMMUNICATION
A
7
Q
Who makes the attempt to send a message which could be spoken, written, in sign language, or nonverbal to another person or a group of persons
A
SENDER
8
Q
The degree of attention the message will receive will depend on the perceived authority and experience of a sender
A
SENDER
9
Q
How the message is received is influenced by the following factors
A
a) Clarity of the message
b) Alertness of the receiver
c) Complexity and length of the message
d) How the information is organized
10
Q
Communication channels
A
a) Formal
b) Informal
11
Q
the communication of policies, procedure, and other official announcements
A
a) Formal
12
Q
do not follow the chain of command
A
b) Informal
13
Q
The person receiving a message is the (?).
A
receiver
14
Q
He must interpret and understand the message
A
receiver
15
Q
Refers to the process of communicating how one feels about something another person has done or said
A
FEEDBACK
16
Q
Refers to the circumstances in which message are transmitted and received
A
ENVIRONMENT
17
Q
Refers to anything that disrupts communication, including the attitude and emotions of the receiver
A
NOISE
18
Q
Steps in the Communication Process
A
- Encoding the message (organizing ideas into symbols such as words, gestures)
- Communication media (select medium to best fit the message, such as e-mail)
- Decoding the message (receiver interprets the message, and makes it meaningful; barriers often surface)
- Feedback (receiver responds to message, shows level of understanding)
19
Q
(organizing ideas into symbols such as words, gestures)
A
- Encoding the message
20
Q
(select medium to best fit the message, such as e-mail)
A
- Communication media
21
Q
(receiver interprets the message, and makes it meaningful; barriers often surface)
A
- Decoding the message
22
Q
(receiver responds to message, shows level of understanding)
A
- Feedback
23
Q
BASIC METHODS OF INTERPERSONAL COMMUNICATION
A
24
Q
Functions of Communication
A
Information function
Motivation function
Control function
Emotive function
25
: needed for decision making
Information function
26
: used to objectives
Motivation function
27
: clarifies duties, authority and responsibilities thereby permitting control
Control function
28
permits the expression of feelings, and the satisfaction of social needs
Emotive function
29
Basic Goals of Commun ication
To gain goodwill
To inquire
To inform
To persuade
30
Barriers to Communication
Filtering
Selective perception
Information overload
Emotions
Language
Communication apprehension
Absence of feedback
Physical separation
Lack of credibility of the sender
31
if the sender has low credibility, the message , even if it gets through, will likely be ignored
Lack of credibility of the sender
32
interferences to effective communication occurring in the environment where the communication is undertaken
Physical separation
33
- it does not provide the sender the opportunity to correct misimpressions about the message sent
Absence of feedback
34
- undue tension and anxiety about oral communication, written communication or both
Communication apprehension
35
- words do not always mean the same thing to different people. Use words that are commonly used by the audience
Language
36
- how the receiver’s feelings affect his ability to understand any message sent to him
Emotions
37
- condition in which information inflow exceeds an individual’s processing capacity
Information overload
38
Kinds of Communication Flow
1. Downward Communication Flows
2. Upward Communication Flows
3. Horizontal and Diagonal Communication Flows
4. Circular
39
➢ company leaders and managers share information with lower-level employees
Downward Communication Flows
40
➢ The most common types of downward communication are everyday directives of department managers or line managers to employees.
Downward Communication Flows
41
➢ These can even be in the form of instruction manuals or company handbooks.
Downward Communication Flows
42
➢ delivers information that helps to update the workforce about key organizational changes, new goals, or strategies;
Downward Communication Flows
43
provide performance feedback at the organizational level;
Downward Communication Flows
44
coordinate initiatives;
Downward Communication Flows
45
present an official policy (public relations);
Downward Communication Flows
46
improve worker morale or consumer relations.
Downward Communication Flows
47
Information moving from lower-level employees to high-level employees (also sometimes called vertical communication)
48
Items typically communicated upward include progress reports, proposals for projects, budget estimates, grievances and complaints, suggestions for improvements, and schedule concerns.
Upward Communication Flows
49
Sometimes a downward communication prompts an upward response, such as when a manager asks for a recommendation for a replacement part or an estimate of when a project will be completed.
Upward Communication Flows
50
➢ involves the exchange of information across departments at the same level in an organization (i.e., peer-to-peer communication).
Horizontal and Diagonal Communication Flows
51
➢ The purpose is to request support or coordinate activities.
Horizontal Communication Flows
52
➢ is cross-functional communication between employees at different levels of the organization.
' Diagonal Communication Flows
53
➢ is becoming more common in organizations with a flattened, matrix, or product-based structure
Diagonal Communication Flows
54
➢ Communication starts at any level then moves to another point or level
Circular
55
➢ communications moves back formally or informally
Circular
56
General purpose is to express the feeling behind a message
Nonverbal Communication
57
Nonverbal Communication Types
1. Hand and body gestures (e.g., frequent gesturing shows positive attitude)
2. Facial expressions and movement (reliable indicator of sender’s feelings)
3. Posture (e.g., leaning forward is positive)
4. Body placement (e.g., facing person in relaxed, casual style shows acceptance)
5. Voice quality (e.g., can communicate confidence, nervousness, enthusiasm; watch out for whining, complaining tone)
6. Clothing, dress, and appearance (can communicate willingness to comply with organizational standards)
7. Nonverbal communication also used in applications such as airport screening.
58
Nonverbal Communication Types
1. Hand and body gestures (e.g., frequent gesturing shows positive attitude)
2. Facial expressions and movement (reliable indicator of sender’s feelings)
3. Posture (e.g., leaning forward is positive)
4. Body placement (e.g., facing person in relaxed, casual style shows acceptance)
5. Voice quality (e.g., can communicate confidence, nervousness, enthusiasm; watch out for whining, complaining tone)
6. Clothing, dress, and appearance (can communicate willingness to comply with organizational standards)
7. Nonverbal communication also used in applications such as airport screening.
59
(e.g., frequent gesturing shows positive attitude)
1. Hand and body gestures
60
(reliable indicator of sender’s feelings)
2. Facial expressions and movement
61
(e.g., leaning forward is positive)
3. Posture
62
(e.g., facing person in relaxed, casual style shows acceptance)
4. Body placement
63
(e.g., can communicate confidence, nervousness, enthusiasm; watch out for whining, complaining tone)
5. Voice quality
64
(can communicate willingness to comply with organizational standards)
6. Clothing, dress, and appearance
65
7. Nonverbal communication also used in applications such as (?)
airport screening
66
Organizational channels and directions of communication
Formal Communication Channels
Social media also used for employees to communicate with each other.
Networks Created by Leaders
Capitalizing on Informal Networks (or Communities of Practice)
Chance Encounters
67
The official pathways for sending information in and out of organization.
Formal Communication Channels
68
Formal channels include intranets, e-mail, videoconferences, Web conferences, and physical meetings. Blogs are also in use.
Formal Communication Channels
69
Social media websites such as Twitter and Facebook often used instead of blogs. Social media also used for employees to communicate with each other.
Formal Communication Channels
70
Companies also have private social media Websites for internal communication.
Formal Communication Channels
71
Employee blogs not authorized by company are not a formal channel.
Formal Communication Channels
72
Web conferencing important for company with geographically dispersed employees.
Formal Communication Channels
73
Networks Created by Leaders
a. Operational
b. Personal
c. Strategic
74
Leaders use informal networks extensively to accomplish goals.
Networks Created by Leaders
75
Focus on issues important to the organization.
Capitalizing on Informal Networks (or Communities of Practice)
76
Establish community goals and deliverables (end-products).
Capitalizing on Informal Networks (or Communities of Practice)
77
Provide real governance (networks should report to a senior manager).
Capitalizing on Informal Networks (or Communities of Practice)
78
Set high management expectations.
Capitalizing on Informal Networks (or Communities of Practice)
79
Unscheduled contacts between managers and employees can be effective and efficient informal communication channel
Chance Encounters
80
Spontaneous communication events can occur anywhere such as in cafeteria
Chance Encounters
81
Useful information can be obtained on the spot
Chance Encounters
82
: the major informal communication channel.
The Grapevine
83
Rumors based on what people wish to happen or dread.
The Grapevine
84
Gossip helps people bond because sharing information leads to trust and intimacy.
The Grapevine
85
Gossip can alert employees to problems.
The Grapevine
86
About ¾ of messages are true.
The Grapevine
87
Valuable workers might leave in response to rumors about an impending layoff.
Rumor Contro
88
Combat rumor with formal communication.
Rumor Contro
89
Best to move quickly on a decision.
Rumor Contro
90
Explain why not ready to comment.
Rumor Contro
91
Conform rumor, and discuss with workers.
Rumor Contro
92
Learning organization is skilled at creating, acquiring, and transferring knowledge.
Organizational Learning
93
Knowledge management is used to leverage knowledge for business value.
Organizational Learning
94
Knowledge becomes systematized.
Organizational Learning
95
Chief information officer helps systematize knowledge in a learning organization.
Organizational Learning
96
Barriers, or noise, most likely when message is complex, arouses emotion, or clashes with receiver’s mind-set. Common barriers are presented next.
Barriers to Communication
97
Low motivation and interest (must appeal to needs and interests of receiver)
Barriers to Communication
98
Inappropriate language (could be semantics problem, or not right difficulty level)
Barriers to Communication
99
Defensive communication (people want to make themselves look, therefore treat uncomfortable information with denial)
Barriers to Communication
100
Insufficient nonverbal communication (could make message unconvincing)
Barriers to Communication
101
Information overload (as a result receiver might process information poorly)
Barriers to Communication
102
Poor communication skills (sender needs to communicate clearly)
Barriers to Communication
103
Electronic communication problems
Barriers to Communication
104
E-mail better suited to communicating routine rather than complex or sensitive information.
Barriers to Communication
105
E-mail is not confidential so workers may hold back on giving honest opinion.
Barriers to Communication
106
Eye contact needed for PowerPoint use.
Barriers to Communication
107
Understand the receiver (assists with overcoming every communication barrier)
Overcoming Barriers to Communication
108
Communicate assertively and directly.
Overcoming Barriers to Communication
109
Use two-way communication and ask for clarification (reduces misunderstanding).
Overcoming Barriers to Communication
110
Elicit verbal and nonverbal feedback (both indicate if message has been understood).
Overcoming Barriers to Communication
111
Enhance listening skills (important for eliciting information).
Overcoming Barriers to Communication
112
Unite with a common vocabulary (people in various units make speak differently enough to create communication barriers).
Overcoming Barriers to Communication
113
Be sensitive to cultural differences (needed in a global environment).
Overcoming Barriers to Communication
114
Engage in metacomunication (talk about your communication).
Overcoming Barriers to Communication
115
Ideas expressed explicitly and with feeling are more likely to be received.
Communicating Assertively and Directly
116
Informative confrontation helps overcome discrepancies in messages.
Communicating Assertively and Directly
117
Repeat messages and using multiple channels (be persistent).
Communicating Assertively and Directly
118
Be direct (better than evasiveness).
Communicating Assertively and Directly
119
Use powerful (power-packed) words.
Communicating Assertively and Directly
120
Receiver listens for total meaning.
Enhance Listening Skills
121
Receiver reflects message back.
Enhance Listening Skills
122
Sender and receiver both understand the message and engage in a concluding discussion.
Enhance Listening Skills
123
Sender asks questions instead of making statements.
Enhance Listening Skills
124
Receiver does not blurt out questions as soon as employee is finished speaking.
Enhance Listening Skills
125
Be sensitive to their presence.
Be Sensitive to Cultural Differences
126
Show respect for all workers.
Be Sensitive to Cultural Differences
127
Use straightforward language.
Be Sensitive to Cultural Differences
128
Be alert to cultural differences in customs and behavior.
Be Sensitive to Cultural Differences
129
Be sensitive to nonverbal differences.
Be Sensitive to Cultural Differences
130
Do not be diverted by accent, grammar, or personal appearance.
Be Sensitive to Cultural Differences
131
Be attentive to individual differences in appearances. (A faux pas is to frequently confuse people of another racial group because you do not observe their individual differences.)
Be Sensitive to Cultural Differences
132
Pronounce correctly the names of people you interact with from other countries. (Requires courage and practice for many people.)
Be Sensitive to Cultural Differences
133
predefined written procedural method in the design and implementation of experiment s
Protocol
134
written whenever it is desirable to standardize a laboratory method to ensure successful replication of results by others in the same laboratory or by other laboratories.
Protocol
135
facilitate the assessment of results
Protocol
136
records, manages, and stores data for clinical laboratories.
LABORATORY INFORMATION SYSTEM
137
adept at sen ding laboratory test orders to lab instruments, tracking those orders, and then recording the results, typically to a searchable database
LABORATORY INFORMATION SYSTEM
138
experiment with time and data management functions in the healthcare setting
1960
139
Company Bolt Beranek Newman and the Massachusetts General Hospital worked together to create a system that "included timesharing and multiuser techniques that would later be essential to the implementation of the modern LIS
1960
140
the advent of Structured Query Language (SQL), relational database management systems (RDBMS), and Health Level 7 (HL7) allowed software developers to expand the functionality and interoperability of the LIS, including the application of business analytics and business intelligence techniques to clinical data.
1980
141
- web-based and database-centric internet applications of laboratory informatics software changed the way researchers and technicians interacted with data, with web-driven data formatting technologies like Extensible Markup Language (XML) making LIS and electronic medical record (EMR) interoperability a much-needed reality
2010
142
COMMON LIS FUNCTIONS
1. patient management, including admission date, admitting physician, ordering department, specimen type, etc. patient data tracking
2. 3decision support, including comparisons of lab orders with their respective ICD-9 codes
3. standard test ordering and specimen tracking
4. test ordering for point-of-care, molecular, and genetic testing
5. quality assurance
6. workload and management reporting
7. analytical reporting
8. workflow management
9. billing
10. third-party software integration
143
A laboratory information management system (LIMS) is software designed to make labs that process large quantities of samples for research and development (R&D), manufacturing, and clinical research more efficient and effective.
LIMS
144
Functions of LIMS
1. Sample management
2. Workflow management
3. Reporting
145
As samples move from person to person and place to place, it’s easy for them to get lost or mixed up.
Sample management
146
Accurate, detailed records are essential to making sure everything gets done and done right.
Sample management
147
For example, a good record should tell you whether a sample meets project criteria, but they can be a pain to create and maintain.
Sample management
148
When you create a sample, most LIMSs will record and store information such as:
Who or what the sample was taken from
Which researchers/providers are working with it
Where it’s been, and where it needs to go next
How to store it
When it needs to move
Sample management
149
codify existing methods and procedures in a LIMS
Workflow management
150
delegate decision-making to the software
Workflow management
151
able to quickly pull reports that can answer questions such as which instruments get used the most, how long your sample backlog is, and how long it takes your lab, on average, to process a sample.
Reporting
152
This kind of data is extremely useful for data analysis auditing and audit trail.
Reporting
153
contains over 400 comprehensive policies, procedures and forms to help you comply with the latest Joint Commission Laboratory standards and CLIA regulations
Clinical Laboratory Policy and Procedure Manual
154
Each template gives you a roadmap to effective department management, clinical procedures and operations that you can make specific to your organization.
Clinical Laboratory Policy and Procedure Manual
155
(?) throughout the healthcare setting are very complicated.
Communication and information flow or transfer
156
It is the responsibility of laboratory management to ensure that the information flow is (?).
bidirectional
157
The laboratory should not simply send out information, memos, policies, and procedures but should have a (?) for receiving information from its clients.
mechanism
158
Management should have a [?] — a plan that is used whenever the laboratory has information that it wants to disseminate.
communication strategy
159
The plan should include the [?], i.e., recipients of the information, the communication options that the laboratory will use, and the purpose of the communicat ion.
elements of the strategy
160
Laboratories should communicate with all of their customers: [?], and The means of communication are fairly simple: [?].
physicians, nursing and allied health professionals, patients, third paying customers.party payors
the spoken word, the written word, and visual images
161
The [?] include written memoranda, emails, reports, notices, newsletters, flyers, telephone service, manuals, and formal presentations, among others.
mechanics
162
[?] must encourage a routine exchange of thoughts and messages betwee n the laboratory departments, management and staff, and different shifts.
Laboratory managers
163
[?] tends to be more formal than intradepartmental and needs to be carefully structured.
Written interdepartmental communication
164
Entities external to the organization include (?)
insurance companies, the federal government, accrediting agencies, competitors, and others
165
There are myriad regulations that affect a laboratorya's operation, such as a
license to operate and personnel policies
