Brainscape's Knowledge GenomeTM

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


See full index

domain 5 > CH 2 & 3 > Flashcards

CH 2 & 3 Flashcards

1
Q

Peter Principle

A

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. .

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

define power

A

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

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

two primary modalities for the exercise of organizational power

A

position and personal power

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

define position power

A

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.

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

define personal power

A

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

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

define counterpower

A

the ability to influence the behavior of a superior

the ability to remove the power of elites is our Counterpower

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

most effective elements of athletic trainers’ personal power

A

their reputation as experts

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

define authority

A

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.

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

without authority, athletic trainers would lack

A

position power

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

another definition of authority

A

involves decision making and is therefore action oriented.

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

the honeymoon effect

A

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.

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

define leadership

A

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

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

why discussion of leadership important for athletic trainers

A

managerial success

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

two types of leadership

A

transactional leadership
transformational leadership

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

define transactional leadership

A

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

EX: AT pays her assistants in exchange for work.

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

define transformative leadership

A

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

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

example of transactional leadership

A

prepare budgets, hire staff, purchase supplies and schedule personnel

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

example of transformative leadership

A

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

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

name 3 modern management theories

A

unfreezing
changing
refreezing

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

define unfreezing

A

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

education and discussion

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

define changing

A

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

shadow for a day work

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

define refreezing

A

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

praising for the excellent work

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

Douglas McGregor proposed a new conception of human nature

A

Theory X and Theory Y

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

Theory X

A

traditional view of humans at work

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

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

Theory Y

A

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

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

define total quality management

A

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

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

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

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

define management

A

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

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

five elements of management

A

planning
organizing
command
coordination
control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Mintzberg’s 3 major types of roles

A

interpersonal
informational
decisional

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

define interpersonal roles
Mintzberg

A

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

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

informational roles
Mintzberg

A

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

filter the information.

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

oral communication

A

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

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

interference

A

the methods used to transmit a message from one person to another.

face to face communication allow for greater interaction

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

ranks the following methods in terms of their effectiveness

A
  1. face to face communication
  2. telecommunication
  3. written communication
  4. communication through a third party
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

methods for effective communication

A

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

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

levels of listening

A

analytical
directed
attentive
exploratory
appreciative
courteous
passive

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

active listening requires

A

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

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

which levels of listening is AT using

A

analytical listening.

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

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

nonverbal communications

A

express by gestures and body position.

clothing and grooming

territoriality

posture and facial expression

gestures

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

define decisional roles
Mintzberg

A

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

42
Q

name four decisional roles

A

entrepreneur
disturbance handler
allocator of resources
negotiator

43
Q

define entrepreneurial role

A

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

44
Q

define disturbance handler

A

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

45
Q

define allocator of resources

A

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

46
Q

name improving managerial effectiveness

A

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

47
Q

define vision statement

A

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

48
Q

define mission statement

A

define organization’s core purpose and function.

describe the program but simple enough that everyone knows it well

49
Q

goals of mission statement

A

help directly towards specific tasks

2nd: inspire the ATs for achievements

3rd: action oriented and stimulate a change in behavior.

50
Q

define planning

A

hope for accomplishing sports medicine program goals.

51
Q

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

A

strategic and operational

52
Q

define strategic planning

A

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.

53
Q

1st strategic planning

A

examine the program and question two things

54
Q

2nd strategic planning

A

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

55
Q

3rd strategic planning

A

helps build support.

56
Q

4th strategic planning

A

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

57
Q

developing a strategic plan, major outside interests

A

outside the institution or organization.

parents, local community, vendors, NATA and NCAA, local - state - federal governments.

58
Q

what includes in strategic planning

A

major outside interests
major inside interests
clients
accreditation

59
Q

what include accreditation and what are they

A

Joint commission
CARF international

60
Q

joint commission

A

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

61
Q

advantages of joint commission

A

provide evaluation

stimulates quality improvements

enhance community confidence

medicare certification and third party reimbursement

62
Q

CARF international

A

nonprofit agency that establishes standard of quality for rehabilitation services.

63
Q

major inside interests

A

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

64
Q

define benchmarking

A

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.

65
Q

database

A

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.

66
Q

SWOT analysis

A

the last data collection in strategic planning process.

WOTS UP analysis: same acronym, UP for underlying planning.

67
Q

operational planning

A

it is short term planning up to two years at maximum.

translate the strategies into practice.

68
Q

three types of operational plans

A

policies
processes
procedures

4th: practice

69
Q

define policy

A

addresses a specific program or action.

70
Q

define processes

A

mutually dependent steps that direct the most important tasks.

71
Q

name 6 processes of the sports medicine program

A

injury prevention
injury recognition
injury management
injury rehabilitation

organization and administration

education and counseling

72
Q

define procedures

A

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

73
Q

types of operational players

A

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.

74
Q

planning for meetings

A

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

75
Q

name few ways for planning for meetings

A
  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
  5. look to the future.
76
Q

how to maximize the values of the sports medicine program

A

program evaluation.

77
Q

two forms of evaluation in program evaluation

A

summative evaluation: describe the effectiveness or accomplishments of a program

formative evaluations: used for program improvement purposes.

78
Q

define chart auditing

A

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.

79
Q

internal chart audit

A

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

80
Q

external chart audit

A

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

carrier and intermediary.

81
Q

characteristics of summative evaluations

A

summary statement of program

description of the program

comparisons with other similar sports medicine programs.

summary of the resources used

82
Q

characteristics of formative evaluations

A

identification of problems
discussion of areas that need strengthening

recognition of program strengths

ongoing assessment of program objectives

opportunities for areas of improvements

83
Q

external evaluators

A

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

84
Q

program evaluation should be based on what

A

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.

85
Q

outcomes

A

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

86
Q

evidence based practice

A

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

87
Q

define ethics

A

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

acceptable behavior.

88
Q

define idealism

A

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

89
Q

define relativism

A

identifies situation where individuals rejects a universally accepted moral principle.

never lie or cheat.

90
Q

establish codes of ethics

A

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

91
Q

writing code of ethics

A

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

92
Q

violation of code of ethics lead to

A

denial of eligibility
cancellation
nonrenewal
suspension of membership

93
Q

name 6 principles of ethical conduct in AT settings

A

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.

94
Q

medical ethics

A

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

95
Q

define Tavistock

A

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
96
Q

define professionalism

A

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

97
Q

what includes in primary party (unethical conduct)

A

breach of confidentiality
conflict of interest
exploitation

98
Q

exploitation

A

intentional use of another person or group of persons to achieve a selfish objective.

money, information, sex, self-endangerment, goods.

99
Q

third party as AT

A

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

100
Q

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

A
  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
101
Q

culture competence

A

process of applying one’s cultural awareness towards one’s actions and the actions of others.

culture awareness
cultural skills
cultural sensitivity
cultural encounter

102
Q

culture awareness

A

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

domain 5 (1 decks)

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