CH 2 & 3

Question 1

Peter Principle

Answer 1

states that in a hierarchy, every employee tends to rise to their level of incompetence, taking an additional responsibilities in the absence of appropriate preparatory training and education. .

Question 2

define power

Answer 2

potential to influence and it glues to bind people or groups in a relationship.

Question 3

two primary modalities for the exercise of organizational power

Answer 3

position and personal power

Question 4

define position power

Answer 4

the resources AT can use to influence the behavior of others in their organization.

ex: can influence their behavior through the use of rewards and punishments such as grades, financial aid, desirable team assignments.

Question 5

define personal power

Answer 5

the ability to influence others in the organization using personality attributes and personal characteristics.

Question 6

define counterpower

Answer 6

the ability to influence the behavior of a superior

the ability to remove the power of elites is our Counterpower

Question 7

most effective elements of athletic trainers’ personal power

Answer 7

their reputation as experts

Question 8

define authority

Answer 8

the aspect of power, granted to either groups or individuals, that legitimizes (validate or permit) the right of the group or individual to make decisions on behalf of others.

Question 9

without authority, athletic trainers would lack

Answer 9

position power

Question 10

another definition of authority

Answer 10

involves decision making and is therefore action oriented.

Question 11

the honeymoon effect

Answer 11

provide new athletic trainer an immediate power base to help finishing tasks. newly hired people in athletic training programs are often granted more authority to make decisions.

Question 12

define leadership

Answer 12

process of influencing the behavior and attitudes of others to achieve intended outcomes.

Question 13

why discussion of leadership important for athletic trainers

Answer 13

managerial success

Question 14

two types of leadership

Answer 14

transactional leadership
transformational leadership

Question 15

define transactional leadership

Answer 15

involves the simple exchange of one thing for another in a relationship between two people.

EX: AT pays her assistants in exchange for work.

Question 16

define transformative leadership

Answer 16

transcends the day to day administrative requirements of operating an athletic training program by elevating standards through the creative use of change and conflict.

Question 17

example of transactional leadership

Answer 17

prepare budgets, hire staff, purchase supplies and schedule personnel

Question 18

example of transformative leadership

Answer 18

recognizes the need to reduce the incidence of eating disorders among his athletes and who implements programs that successfully accomplish this task.

Question 19

name 3 modern management theories

Answer 19

unfreezing
changing
refreezing

Question 20

define unfreezing

Answer 20

creating motivation for a change in behavior by reducing threats associated with the change

education and discussion

Question 21

define changing

Answer 21

modifying behavior by either mimicking a role model or learning new behaviors through discovery process

shadow for a day work

Question 22

define refreezing

Answer 22

integrating the new behavior into the workplace with constant reinforcement from others

praising for the excellent work

Question 23

Douglas McGregor proposed a new conception of human nature

Answer 23

Theory X and Theory Y

Question 24

Theory X

Answer 24

traditional view of humans at work

inherently lazy, avoiding the work, and directed by others.

Question 25

Theory Y

Answer 25

holds that work is a natural activity. it is needed as rest or play.

Question 26

define total quality management

Answer 26

approach used where each employee at every level in an organization is accountable for evaluating products and services per quality standards and customer needs. self-improvement and education

Question 27

Japanese took Deming's ideas, name 6 central managerial concepts

Answer 27

1. quality of their character 2. develop a close personal identification with the organization. 3. career progress should be steady and slow. 4. collective process 5. culture of continuous improvement 6. supporting and moving unproductive employees

Question 28

define management

Answer 28

element of the leadership process that involves planning, decision making and coordinating the activities of a group of people working toward a common goal.

Question 29

five elements of management

Answer 29

planning organizing command coordination control

Question 30

Mintzberg's 3 major types of roles

Answer 30

interpersonal informational decisional

Question 31

define interpersonal roles Mintzberg

Answer 31

1st: figurehead role which has been granted formal authority, perform certain routine functions. providing signatures speaking publically answering requests for information 2nd: leader 3rd: liaison role

Question 32

informational roles Mintzberg

Answer 32

bombarded by information from variety of sources. It is that of both monitor and disseminator of information. filter the information.

Question 33

oral communication

Answer 33

must both understand and be skilled at communicating with everyone in the organization. meaning of the sender meaning of the receiver interference between the sender and receiver

Question 34

interference

Answer 34

the methods used to transmit a message from one person to another. face to face communication allow for greater interaction

Question 35

ranks the following methods in terms of their effectiveness

Answer 35

1. face to face communication 2. telecommunication 3. written communication 4. communication through a third party

Question 36

methods for effective communication

Answer 36

bulletin boards staff meetings individual meetings letters and memos newsletters electronic mail web pages

Question 37

levels of listening

Answer 37

analytical directed attentive exploratory appreciative courteous passive

Question 38

active listening requires

Answer 38

provide undivided attention to the messenger without having a preconceived thought.

Question 39

which levels of listening is AT using

Answer 39

analytical listening. takes a medical history and listens for specific kinds of information to be conveyed.

Question 40

nonverbal communications

Answer 40

express by gestures and body position. clothing and grooming territoriality posture and facial expression gestures

Question 41

define decisional roles Mintzberg

Answer 41

requires to use both personal and position power by exercising authority.

Question 42

name four decisional roles

Answer 42

entrepreneur disturbance handler allocator of resources negotiator

Question 43

define entrepreneurial role

Answer 43

create new business designs and initiates changes for her programs and organizations

Question 44

define disturbance handler

Answer 44

requires the attention and intervention of the athletic trainer usually revolve around conflict.

Question 45

define allocator of resources

Answer 45

formal authority to determine how time, money, supplies, equipment, and personnel should be deployed.

Question 46

name improving managerial effectiveness

Answer 46

be courteous and respectful radiate confidence use simple language make reasonable request use authority regularly be open minded

Question 47

define vision statement

Answer 47

develop/plan a brief succinct description of what program should become

Question 48

define mission statement

Answer 48

define organization's core purpose and function. describe the program but simple enough that everyone knows it well

Question 49

goals of mission statement

Answer 49

help directly towards specific tasks 2nd: inspire the ATs for achievements 3rd: action oriented and stimulate a change in behavior.

Question 50

define planning

Answer 50

hope for accomplishing sports medicine program goals.

Question 51

athletic trainers must engage in two kinds of planning to help their programs fulfill their mission. what are they

Answer 51

strategic and operational

Question 52

define strategic planning

Answer 52

it is five years in a length of a vision. process that identifies a course of action to be taken to bring about a future state of affairs.

Question 53

1st strategic planning

Answer 53

examine the program and question two things

Question 54

2nd strategic planning

Answer 54

determine whether the program is consistent with the overall mission of the organization.

Question 55

3rd strategic planning

Answer 55

helps build support.

Question 56

4th strategic planning

Answer 56

a tool for improvement, helping to determine the relative strengths and weaknesses of the program and to transform it positively.

Question 57

developing a strategic plan, major outside interests

Answer 57

outside the institution or organization. parents, local community, vendors, NATA and NCAA, local - state - federal governments.

Question 58

what includes in strategic planning

Answer 58

major outside interests major inside interests clients accreditation

Question 59

what include accreditation and what are they

Answer 59

Joint commission CARF international

Question 60

joint commission

Answer 60

joint commission: oldest and largest health care standards setting body. it offers accreditation for ambulatory care facilities, including hospital based and independent rehabilitation clinics.

Question 61

advantages of joint commission

Answer 61

provide evaluation stimulates quality improvements enhance community confidence medicare certification and third party reimbursement

Question 62

CARF international

Answer 62

nonprofit agency that establishes standard of quality for rehabilitation services.

Question 63

major inside interests

Answer 63

top managers, team owners, university administrators and trustees, boards of education.

Question 64

define benchmarking

Answer 64

associating a recognized comparison of one's own program to the best in the industry. different aspects of services, outcomes, and deliverables in order to assess program's overall performance.

Question 65

database

Answer 65

compiling data and then interpreting it during strategic planning process. past performance, trends in patient loads, injury rates, present situation, and forecast for the future is developed - predict future circumstances.

Question 66

SWOT analysis

Answer 66

the last data collection in strategic planning process. WOTS UP analysis: same acronym, UP for underlying planning.

Question 67

operational planning

Answer 67

it is short term planning up to two years at maximum. translate the strategies into practice.

Question 68

three types of operational plans

Answer 68

policies processes procedures 4th: practice

Question 69

define policy

Answer 69

addresses a specific program or action.

Question 70

define processes

Answer 70

mutually dependent steps that direct the most important tasks.

Question 71

name 6 processes of the sports medicine program

Answer 71

injury prevention injury recognition injury management injury rehabilitation organization and administration education and counseling

Question 72

define procedures

Answer 72

specific interpretations of process. should be written in clear and simple language.

Question 73

types of operational players

Answer 73

allies: supports whom the AT trusts, a history of honesty and truthfulness. opponents: shouldn't be viewed as enemies. gives a honest opinion about the program, opposing views, challenge the leader. bedfellows: agree with the plans but have a history of untrustworthy behavior. adversaries: fruitless, rotten tomatoes. disagree with the plans and untrustworthy and dishonest.

Question 74

planning for meetings

Answer 74

can be done in many forms and the staff meeting is the major source.

Question 75

name few ways for planning for meetings

Answer 75

1. prepare for the meeting: create an agenda including participants, materials 2. divide the meeting into three parts - announcements, decisions, and discussions. 3. control your meeting behavior 4. avoid new business or reports 6. look to the future.

Question 76

how to maximize the values of the sports medicine program

Answer 76

program evaluation.

Question 77

two forms of evaluation in program evaluation

Answer 77

summative evaluation: describe the effectiveness or accomplishments of a program formative evaluations: used for program improvement purposes.

Question 78

define chart auditing

Answer 78

a simple tool physicians use to check their own performance, determine how they are doing and identify areas where they might improve. evaluating the effectiveness of a sports medicine program. including detailed history of the patient's problems, treatment goals, specific interventions.

Question 79

internal chart audit

Answer 79

internal check to ensure that certain quality standards are being upheld in the treatment of injured patients.

Question 80

external chart audit

Answer 80

used by accreditation agencies to ensure the program is being upheld standards of practice in patient care. carrier and intermediary.

Question 81

characteristics of summative evaluations

Answer 81

summary statement of program description of the program comparisons with other similar sports medicine programs. summary of the resources used

Question 82

characteristics of formative evaluations

Answer 82

identification of problems discussion of areas that need strengthening recognition of program strengths ongoing assessment of program objectives opportunities for areas of improvements

Question 83

external evaluators

Answer 83

AT provide evidence of quality in comparison to sports medicine programs at similar institutions is to use other ATs as a primary source.

Question 84

program evaluation should be based on what

Answer 84

goals, objectives, and criteria goals: general statements of intent objective: specific than goals and identify how program intends to achieve a particular goal. criteria: highly specific statement that provide for determining whether a particular objective has been successful.

Question 85

outcomes

Answer 85

objective measurement of patient's functional abilities by doing outcome assessments.

Question 86

evidence based practice

Answer 86

systemic approaches to improve practice efficacy. Using documents from NATA and BOC webpages.

Question 87

define ethics

Answer 87

study of the rules, standards, and principles that practice right conduct by a group of members. acceptable behavior.

Question 88

define idealism

Answer 88

reflects how the fundamental rightness of an action should ultimately determine one's behavior

Question 89

define relativism

Answer 89

identifies situation where individuals rejects a universally accepted moral principle. never lie or cheat.

Question 90

establish codes of ethics

Answer 90

provide behavioral guidelines for their members and to help protect the public from the actions of unethical practitioners.

Question 91

writing code of ethics

Answer 91

write a code of ethics to establishes ethical standards, avoid violating the law.

Question 92

violation of code of ethics lead to

Answer 92

denial of eligibility cancellation nonrenewal suspension of membership

Question 93

name 6 principles of ethical conduct in AT settings

Answer 93

autonomy: patient's right beneficence: do good nonmaleficence: avoid doing bad things, do no harm. fidelity: subordination (lower in rank) veracity: truth telling and honestly justice: treated fairly without regard to race, religion. etc.

Question 94

medical ethics

Answer 94

own set of ethical standards in the field of medical - right or wrong.

Question 95

define Tavistock

Answer 95

all individuals involved in the healthcare delivery system 1. human right 2. balance between patient centered and population sensitive 3. comprehensive management 4. professional collaboration 5. quality improvement 6. safety 7. openness

Question 96

define professionalism

Answer 96

clinican-patient relationship, collegial relationships, and attire - hygiene.

Question 97

what includes in primary party (unethical conduct)

Answer 97

breach of confidentiality conflict of interest exploitation

Question 98

exploitation

Answer 98

intentional use of another person or group of persons to achieve a selfish objective. money, information, sex, self-endangerment, goods.

Question 99

third party as AT

Answer 99

is not personally involved in the dilemma but professional responsibilities because of knowledge of the situation.

Question 100

categories of knowledge that make an athletic trainer a third party to an ethical dilemma

Answer 100

1. knowledge of occurrence (breach of confidentiality, conflict of interest, and exploitation) 2. forbidden knowledge 3. knowledge of high risk behaviors 4. knowledge of illegal activities 5. knowledge of situations

Question 101

culture competence

Answer 101

process of applying one's cultural awareness towards one's actions and the actions of others. culture awareness cultural skills cultural sensitivity cultural encounter

Question 102

culture awareness

Answer 102

set of behaviors that an individual or group possesses and implements through consistent actions that demonstrate appropriate awareness of diverse culture.