Brainscape's Knowledge GenomeTM

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


See full index

Management 2 > Concepts of Management as They Relate to Funeral Service > Flashcards

Concepts of Management as They Relate to Funeral Service Flashcards

1
Q
  • Objectives
  • The consumer
  • The community public
  • Staff personnel
A

Concepts of Management as They Relate to Funeral Service

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q
  • Client-caregiver relationship
  • cavat venditor
  • Rike if practitioners
  • Responsibility of educating the consumer
A

The Consumer

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

Funeral service management deals wtih this kind of relationship rather than a strict buyer-seller relationship.

A

Client-Caregiver Relationship

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

Funeral service and management and practice support this contemporary management concept that translates to “let the seller beware.”

  • Instead of caveat emptor- “Let the buyer beware.”
A

Caveat Venditor

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

More personal, more advisory and more confidential than do other managerial groups with its personnel.

A

Role of Practitioners

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

Due to the nature of funeral service practice, this is greater than that of other managerial persons.

A

Responsibility of Educating the Consumer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q
  1. Responsibility of serving the community while serving the particular need of the client family.
  2. Due to the unique nature of his practice and knowledge of death, grief, bereavement and funerals is obligated to assist those community programs related to those topics.
  3. In public relations, the responsibility to provide the type of advertising and informational programs that will best insure the professional growth of funeral service.
  4. The concept of funeral service management differs from other managerial areas in that the total service of a firm must be available to those of every economic circumstance 24 hours a day, 7 days a week.
A

The Community Public- Funeral Service Manager

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

The art of informing the public of the services or commodities offered for sale by a corporation, partnership, or individual.

A

Advertising

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

To create consumer demand for an individual class of products and or services- that is the funeral itself, or elements thereof.

A

Selective Demand Advertising

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q
  • Human relations
  • Importance of Effective Human Relations
  • Employment policies (4 Key Factors)
  • Manual for personnel
  • Theories of Motivational Beahvior
  • Characteristics of effective leader
  • Responsibilities on the managerial person
  • Personnel Management
  • Assignment of duties
A

Staff Personnel

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

Motivating people in organizatons to develop teamwork that effectively fulfills their needs and achieves organizational objectives.

A

Human Relations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q
  • Attaining objectives of the firm
  • Effective public relations through all funeral service personnel.
A

Importance of Human Relations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q
  1. Use of references is recommended
  2. Use of interview is recommended
  3. Ascertaining the funeral service philosophy of the applicant
  4. Importance of the applicant’s personality
A

Employment Policy 4 Key Factors

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

Orients new employees and spells out the expectations of the funeral home. (Pressures of state and federal agencies in terms of employee rights, disputes between labor and management and discharging the incompetent employees)

  • History of the firm
  • Tour of the facilities
  • Philosophy of the firm
  • personnel practices
  • Organization of the firm
  • Responsibilities of personnel
  • Professional responsibilities of the new employee
A

Manual for Personnel

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q
  • Code of ethics
  • NFDA code of professional practice
  • Philosophy specific to the owner
A

Philosophy of the Firm

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q
  • Compensation and fringe benefits, such as life and health insurance in addition to regular pay- profit sharing, bonuses. Selection room commission on casket and vault sales is considered most unethical.
  • Probationary period for employee prior to discharge
  • Personal health requirement
  • Preparation room practices
  • Work schedules- hours and overtime policy, vacation, time off
  • Employment termination policy clearly explained in writing.
A

Personnel Practices

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q
  • Flow of authority- chain of command
  • Job descriptions of those in management
A

Organization of the Firm

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q
  • Competency involving actions and decisions involving professional practice.
  • Personal conduct
  • Personal appearance
A

Responsibilities of Personnel

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q
  • Job description clearly spelled out
  • Trial period of one at least one month and not more than three with pay for the new employee.
  • A decision in writing after the trial period as to whether or not the new employee will be retained.
A

Professional Responsibilities of the new Employee

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q
  • Many theories exist, most differ as to what managers should do
  • Abraham Maslow
  • McGregor Theory X and Theory Y- views of human. Depending on how one views the person, determines managerial style.
  • Frederick Herzberg Two-factor theory proposes that the human person has 2 sets of needs.
A

Theories of Motivational Behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q
  • People responsive to praise
  • Classical theory- Money is the most important motivator on the job.
  • Contemporary research- factors other than money.
A

Many Theories Exist, Most Differ as to What Managers Should do

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q
  • Priority (Hierachy of Needs)
  • Implications of this theory
A

Abraham Maslow

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q
  1. Physiological
  2. Security
  3. Belongingness and love (social needs)
  4. Esteem
  5. Self-Actualization
A

Priority (Hierarchy of Needs)- Maslow

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

Air, water, food, sex.

A

Physiological

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

Freedom from fear or threat.

A

Security

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

Need for love, affection, feelings of belonging and social contact.

A

Belongingness and Love (Social Needs)

27
Q

Self respect, self esteem, achievement and respect from others.

A

Esteem

28
Q

Need to grow, feel fulfilled, to realize one’s potential.

A

Self-Actualization

29
Q

Basic needs must be satisfied before incentives designed to provide employees with esteem etc.

A

Implications of Maslow’s Theory

30
Q
  • The average person dislikes work and will avoid it if at all possible.
  • Because of the dislike of work, most people must be coerced, controlled, directed and threatened with punishment to get them to perform effectively.
  • The average person lacks ambition, avoids responsibility and seeks security and economic rewards above all else.
  • Most people lack creativity and are resistant to change.
  • Since most people are self centered, they are not concerned with the goals of the organization.
A

McGregor Theory X

31
Q
  • The expenditure of physical and mental effort in work is as natural as play or rest.
  • People will exercise self direction and self-control in the service of objectives to which they are committed.
  • Commitment to objectives i a function of the rewards associated with achievement.
  • The average person learns, under proper conditions, not only to accept but to seek responsibility.
  • The capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly distributed in the population.
A

McGregor- Theory Y

32
Q
  1. Desire to avoid pain and satisfy basic needs
  2. Higher set
  3. Job Satisfaction- Intrinsic aspects of job (motivators)
  4. Job dissatisfaction- extrinsic aspects (hygienes)
  5. Motivators and hygienes are not opposites, just two separate dimensions.
A

Frederick Herzberg Two-Factor Theory

33
Q

Being able to achieve and experience physhological growth (the need to accomplish a difficult task, obtain prestige, receive recognition).

A

Higher Set

34
Q
  • Achievement, recognition
  • Work itself, responsibility, advancement
A

Job Satisfaction Derived from Intrinsic Aspects of Job (Motivators)

35
Q
  • Company policy, supervision
  • Salary, interpersonal relations with co-workers
  • Working conditions
A

Job Dissatisfaction Derived from Extrinisic Aspects (Hygienes)

36
Q
  • The ability of determining objectives or purpose and more importantly, the ability to carry them out.
  • Empathize to understand employee needs and wants.
  • Communicate, motivate employees.
  • Integrate employee- firm interest
  • Provide auxiliary conditions: training, continuing education and other incentives.
A

Characteristics of an Effective Leader in Terms of Motivation

37
Q
  • Developing employee participation
  • The ability in managing change
  • Understanding human relations
  • Creating a viable and working organization
  • Communicating effectively
  • Maintaining harmonious relationships both on the professional and non professional level
  • Avoiding any kind of discrimination
  • Counseling staff on personal development
  • Educating employees and their families
  • Rewarding performance effectively.
A

Responsibilities of the Managerial Person

38
Q

How well the owner/manager handles these will determine the success or failure within the organization.

  • Employment practice
  • staff communication
  • Staff development
  • staff compensation/promotion
  • Recognition and reward
  • Criticism (12 guidelines)
  • Termination policy
A

Personnel Management- Key Building Blocks

39
Q
  • Interview all potential employees
  • The staff manual should be fully explained
  • There should always be some kind of reasonable trial period.
  • Federal legislation affecting employment
A

Employment Practice

40
Q

Have an organized list of questions that will measure aptitude, potential skill, interest, motivation, intiative, moral character.

A

Interview all Potential Employees

41
Q

Be sure the employee has a clear understanding of what is expected of him/her and conversely explain the benefits the employee can expect.

A

Staff Manual Fully Explained

42
Q

At the end of which a second conference or interview should take place. Salary adjustment or termination or employment should be the end result.

A

There Should Always be Some Kind of Reasonable Trial Period

43
Q
  • Age discrimination in Employment act of 1967
  • Equal pay act of 1963
  • Rehabilitation act of 1973
  • Viet Nam Era Veterans Readjustment Act of 1974
  • American With Disability Act of 1990
  • Fair Labor Standard Act
  • Immigration reform act of 1987
  • Bona Fide occupational Qualification (BFOQ)
A

Federal Legislation Affecting Employment

44
Q
  • Primary Prohibitions: outlaws discrimination in employment based on race, color, religion, sex, pregnancy, or national origin.
  • Jurisdiction: Employers with 15 or more employees; unions iwth 15 or more members; employment agencies; union hiring halls; institutions of higher education; federal, state, and local governments
A

Civil Rights Act of 1964

45
Q
  • Primary prohibitions: Outlaws discrimination in employment against those who are over 40 years old.
  • Jurisdiction: Employers iwth 20 or more employees, unions with 25 or more members, employment agencies, federal, state, and local governments.
A

Age Discrimination in Employment Act of 1967

46
Q
  • Primary Prohibitions: Outlaws discrimination in pay based on the sex of the worker.
  • Jurisdiction: Employers engaged in interstate commerce and most employees of federal, state, and local governments
A

Equal Pay act of 1963

47
Q

Outlaws discrimination in employment based on handicaps of workers who, with reasonable employer accommodation, could do the job.

  • Jurisdiction: Section 503 covers Federal Government contractors with contracts of $2,500 or more.
A

Rehabilitation Act of 1973

48
Q

Outlaws discrimination in employment against Vietnam era veterans.

  • Jurisdiction: covers Federal Government contractors with contracts of $10,000 or more.
A

Vietnam Era Veterans Readjustment Act of 1974

49
Q

Prohibits discrimination against any qualified individual with a disability.

  • Jurisdiction: Covers firms with 20 or more employees for the first two years after the law is in effect; after that, firms with 15 or more employees will be covered.
A

Americans with Disabilities Act of 1990

50
Q

Outlaws discriminatory practices in pay; requires employers to pay a minimum wage to employees and to pay a minimum of one and one-half of the regular wage rate for any hours beyond 40 worked in a week; amended by the Equal Pay Act (1963)

  • Jurisdiction: All businesses are covered under federal and/or state legislation. Determination of rate (yearly, monthly, weekly, hourly)
A

Fair Labor Standards Act (Wage and Hour Law)

51
Q

Outlaws non-documented persons from employment in the United States.

  • Jurisdiction: Covers all employers
A

Immigration Reform Act of 1987

52
Q

A qualification that is absolutely necessary for the job. It is an allowed and approved reason for discrimination. Approvals are to be sought and granted on a case-by-case basis (ABFSE).

A

Bona Fide Occupational Qualification

53
Q
  • Quarterly staff meetings
  • Gripes and complaints
  • Policy statements only made during quarterly meetings
A

Staff Communication

54
Q
  • Fnancial condition
  • Compliments and complaints
  • Suggestions of ways to improve service
A

Quarterly Staff Meetings

55
Q

Resolve within seven days.

A

Gripes and Complaints

56
Q
  • All employees should be familiar with staff manual and compliance with duties and tasks express in manual is mandatory- no negotiations.
  • Positions
  • Employees should move up the scale and receive promotion and financial compensation as they develop.
  • All employees should participate in continuing education and be active in their state/local associations.
A

Staff Development

57
Q
  • Management- licensed mortician
  • Non staff licensed mortician
  • Student trainee (apprentice, intern)
  • Non student labor (may be potential trainee)
A

Positions

58
Q
  • Promote those that deserve promotion
  • Eliminate those that do not deserve to be promoted for whatever reasons that causes them to consistently fail; document.
  • Inform those that do not want to move to the next level that their salary will be frozen. (e.g.- the perpetual student or perpetual apprentice).
  • Major medical, pension plans, Christmas bonuses.
A

Staff Compensation/Promotion

59
Q
  • Positive reward is more effective than the threat of losing a job.
  • Public praise more beneficial than in private
  • Involving employees in the decision making process.
  • Symbolic rewards
A

Recognition and Reward

60
Q
  • Name on business cards
  • Newspaper article about the new employee
  • News releases about employee who has earned recognition.
A

Examples of Symbolic Rewards

61
Q
  1. Criticize the action, not the person.
  2. Be specific
  3. Be sure the behavior can be changed
  4. Use “I” and “we” rather than “you” statements
  5. Be sure the other person understands the reason for the criticism
  6. Don’t beat a dead horse
  7. Offer incentives for changed behavior
  8. Don’t set a tone of anger or sarcasm
  9. Show understanding for his/her feelings
  10. When putting criticism in writing, cool off before writing the letter or memo. Be sure only the person it is intended for sees it.
  11. Start off by saying something good.
  12. At the end, reaffirm your support and confidence in the person.
A

Criticism- 12 Guidelines

62
Q

Must be in writing. Some states require a copy of this letter to be sent to the state unemployment agency. Reasons for termination must be listed.

  • Consistent violation of the staff manual with dated documentation.
  • Causing unrest among employees
  • Unprofessional conduct in dealing with public causing the funeral home public embarrassment
  • Stealing of any kind, funeral home, fellow employees, pre-need.
  • An employee untilling to develop to maximum potential- the gold bricker.
A

Termination Policy

63
Q
  • A staff manual is essential- detailed list of duties.
  • Cooperation between employees and management and among employees is essential.
  • The goal of the funeral home.
A

Assignment of Duties

64
Q

“To provide smoth, dignified services in a professional manner according to the wishes and desires of the deceased, if pre-arranged and/or the desires of the bereaved.” To accomplish this, the ultmate goal of funeral service management, all personnel must have a thorough understanding of what they are to do in providing service, how to do it and when to do it.

A

The goal of the Funeral Home

Management 2 (31 decks)

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