Functions of Management Flashcards
Systems approach to management
Uses functional subsystems and the transformation of inputs to outputs
Works to link processes
Functional subsystems within the food service system (5)
Procurement Production Distribution and Service Sanitation Maintenance
Management functions
Planning Organization Staffing Directing Controlling
Three types of resources core to all management principles are:
Human resources
Physical resources
Financial resources
________ is a management function that uses problem solving and decision making to ensure proper utilization of all resources
Planning
_____ is the primary function of management
Planning
Planning includes…(3)
Planning by objective
Facilitating coordination and controlling
Minimizing uncertainty
As a function, planning is (3)
Goal oriented
Continuous process
Pervasive
Human resource planning serves to…
Ensure an organization’s labor requirements are met
Strategic planning is (6)
Continuous Systematic Future thinking Based on accomplishing outcomes Analyzes an organization in the context of its environment Evaluates progress towards outcomes
Organization involves
Assigning duties, delegating authority, and creating responsibility
Organization is key to maintaining a ____ work environment
safe
important to reduce use of workman’s compensation, reduce lost workdays, and to demonstrate care for employees
________________ is considered to be a traditional management approach in which each employee is accountable to only one supervisor
unity of command
___________ is a management rule where each employee reports directly to their higher up and no one else
Scalar principle
A chain of command system
Line authority
Multiple employees report to a single administrator
Synergy
When the outcome of multiple employees working together is greater than the sum of them working alone
Managers can foster this by creating teams of people who complement each other, facilitate collaboration through open work spaces, and set common objectives that allow team members to overcome individual differences
In a _______________ decision making authority is centralized in upper management
Centralized organization
Good for established details and processes, close control of operation, and to establish uniformity
In a ___________ decision making authority is delegated down to the lower levels of management
Decentralized organization
Good for adaptability and innovation, quick decision making, training experience for future promotions, diverse businesses, and geographically dispersed companies
___________ is a manager’s ability to efficiently and effectively supervise all work sites and workers
Span of control
Reduced by complicated work, geographical or departmental dispersion of workers, and through vague policies
Line of organization
Authority flows down from top to bottom and responsibility flows up from bottom to top
In a ___________ units are divided based on specific functions and within each unit there are levels of authority
Functional organization
___________ is a combination of line organization with shoot-offs where staff report to various levels of management and may have more than one supervisor to report to
Line and staff organization
Can combined efficiency of line organization and the effectiveness of functional organization
Pilfering
To steal things of relatively little value
aka petty theft
___________ is a theory of management that analyzes and synthesizes workflows with the objective of improving economic efficiency, especially labor productivity
Scientific Management aka Taylorism
4 main principles of Scientific Management
- Replace standard procedures with a rule of thumb or simple habit
- Match workers based on capability and motivation instead of random assignment
- Monitor work performance and provide instructions
- Allocate the work between managers and workers so managers spend their time planning and training
___________ involves communication from the bottom of an organization hierarchy to the top for various reasons
Upward communication
In _________________ the manager works with employees to review organization objectives, formulate goals, and to track and monitor goals that are in place
Management by objective
Focuses on participative decision making
The management process: 1. 2. 3. 4.
- Establish objectives
- Identify functions required to achieve objectives
- Determine tasks/responsibilities that must be described and assigned
- Delegate
Directing
Using leadership and management styles
Using motivation and communication
Where the work in management starts to actually get done
According to ________________ humans are motivated by a hierarchy of needs in that lower needs on a hierarchy must be met before achieve the needs higher up on the hierarchy
Maslow’s Theory
Maslow’s theory- basic needs include
Physiological needs- food, water, warmth, rest
Safety needs- security and safety
Motivation _________ as basic needs are met while motivation __________ as the duration of deficiency of these needs increases
decreases; increases
also known as D-needs
Psychological needs (Maslow’s Theory)
Belongingness and love needs- intimate relationships, friends
Esteem needs- prestige, feeling of accomplishment
Motivation for __________ increases as needs lower on the hierarchy are met
self-actualization
______________ assumes that employees must be controlled, directed, and coerced
McGregor’s Theory X
Employees have little ambition, dislike work, are irresponsible, and will avoid work if possible
Primary employee motivation is monetary
_________ management approaches include coercion, implicit threats, micromanagement, and tight controls
Hard
May result in hostility, employees producing poor work on purpose, and extreme demands from labor unions
________ management approaches are permissive in hopes that employees will cooperate
Soft
May result in workers wanting greater reward for less work
______________ assumes that most people seek responsibility and that exerting physical and mental effort at work is as natural as play or rest
McGregor Theory Y
Most people will exercise self control to achieve an organizational objective
Builds on the esteem and self-actualization needs
____________ is a Japanese management style in which employees are empowered and productive
Theory Z of Ouchi
Leads to high quality products at low prices
Benefits of Theory Z of Ouchi managerial style
Stable employment (low turn over)
High productivity
High morale
High employee satisfaction
___________ includes establishing standards for performance, evaluating actual performance, and implementing corrective action
Controlling
Serves to facilitate coordination and help in planning
5 characteristics of controlling:
- End function- comes into play when performances are made with plans
- Pervasive- includes all managers, all levels, all types of concerns
- Forward looking
- Dynamic
- Related to planning- without planning, controlling is meaningless
Steps in controlling:
- Establish standards (targets to achieve
- Measure performance
- Compare actual and standard performance- identify cause and extent of deviation
- Take remedial actions
Quality improvement would occur during ________ and ________
planning, controlling
________ discipline is a graduated range of responses to employee performance problems or conduct problems
progressive
Three skills needed to be a successful manager are:
Technical skills
Human/Interpersonal skills
Conceptual skills
___________ serve as an authority figure and source of inspiration
Figureheads
In __________ leadership the focus is on supervisions, organization, and performance. The goal is to maintain the status quo.
Transactional
Effective in a crisis and when project shave very specific parameters
__________ leadership connects with employees’ sense of identity and dedication to the mission and organization
Transformation
Goal is to change the future. Effective in smaller businesses.
___________ leadership changes leadership approach depending on the situation
Contingency/Situational
Used when tasks and environment vary or when organizations are open systems requiring careful management
The _______________________ Model focuses on situations rather than leadership styles.
Hersey, Blanchard, and Johnson Leadership Effectiveness Model
An adaptive and flexible model
A ____ leader gives precise and firm instructions and deadlines while closely monitoring progress
S1 (Telling)
Characterized by instruction, direction, and autocratic
HBL Model
A _______ leader explains goals, tasks, methods, and reasons and remains available to followers to provide support
S2 (selling)
Characterized by persuasion, encouragement, and incentive
HBL Model
A ________ leader works with followers, involving the group, seeking inout, and encouraging efforts
S3 (Participating)
Characterized by involvement, consultation, and teamwork
HBL Model
A __________ leader gives responsibility to followers to set goals, plan, and execute the plan
S4 (Delegating)
Characterized by trust, empowerment, and responsibility
HBL Model
An _____ employee may be unexperienced or simply lack the necessary skills to do a task
M1 (least experienced workers)
Will required high level of direction from leader at every step
An _____ employee is inexperienced but is interested in learning
M2
The leader should adapt their style to provide more supportive behavior to match the employee’s enthusiasm
A ______ employee will have most of the skills and knowledge necessary to get the job done correctly and will require little guidance on the task from the leader
M3
Will benefit from supportive behavior to enhance their confidence
A ______ employee is confident in their ability to complete a task and can do so independently without direct support from a leader
M4
_______________ is the degree of directive behavior required by the leader for the employees to understand and carry out a task correctly
Task behavior
______________ is the degree of supportive behavior required by the leader for the employee to appropriately carry out a task
Relationship behavior
Leaders can use the ___________ style with employees that require low relationship behavior and low directive (task) behavior
delegating
leader will spend most of their time observing and monitoring the employee
A leader can use ______________ style with employees that require high relationship behavior and low task behavior
participating
leader will spend most of their time encouraging and problem solving
A leader can use the ____________ style with employees that require high directive behavior (task) and high relationship behavior
selling
Leader will spend most of their time explaining and persuading
A leader can use _____________ style with employees that require high directive behavior (task) and low relationship behavior
telling
leader will spend most of their time guiding and directing
____________ decision making style accepts decisions made by a group majority
Democratic
_____________ decision making style takes total control, makes decisions, and assumes full responsibility
autocratic
_____________ decision making style requires the entire group to make an agreement
consensus
____________ is a decision making style in which the leader seeks input from others before making a decision
Participative
A _______________ is a group of employees with clear and identifiable common interests
bargaining unit
In _____________ only union members can be hired for positions covered by a bargaining unit
closed shops
Outlawed by the Taft Hartley Act (Labor Management Relationship Act)
______________ refers to situations where an employee doesn’t need to be a union member to be hired but must join the union within a certain time period after beginning work
Union shops
Illegal in some states
In ______________ you do not need to be a union member to hold a bargaining unit position but you have to pay union dues and fees
agency shops
the money you pay only covers union activities that you benefit from
In an _____________ no one can be compelled to join or not join a union or to pay dues but is still considered a part of the bargaining unit and benefits from union activities on behalf of the bargaining unit
Open shops
A ______________ is a legal employer strategy in which management prevents union employees from entering the premises.
lockout
rarely used due to risk of negative publicity
What are the 5 major strategies that employers can legal use to undo/prevent union work
Lock out
Sell and close- threat of job loss from company being sold
Strikebreakers- non-union workers brought in until striking employees come to terms
Management-run operations- administrative personnel perform jobs typically done by union members when they are striking
Supervisors can communicate to employees preference that they don’t unionize
What are the 4 major strategies that employers use to prevent/undo union work that are not legal?
Blacklist- circulate a list of union members to discriminate against them
Yellow dog contract- having employees sign an agreement that they wont join a union
Hot cargo agreement- agreement between an employer and a union where the employer agrees to stop doing business with another employer
Refusal to participate in collective bargaining
What are the 4 major strategies used by unions to achieve their agenda that are legal?
Strike
Picket
Boycott
Collective bargaining
What are the 4 major strategies used by unions to achieve their agenda that are illegal?
Featherbedding- attempting to have employers pay for work that is not performed
Hot cargo agreement
Collective work stoppage at health care institutions without providing required notice
Refusals to participate in collective bargaining
The _____________ was passed in 1935 and guarantees the rights of private sector employees to organize and join labor/trade unions, engage in collective bargaining, select their representation, and to strike
National Labor Relations Act (aka Wagner Act)
The ______________ was passed in 1947 and added a list of “unfair labor practices” on part of unions to the NLRA
Taft Hartley Act (Labor Management Relationship Act)
Outlawed closed shops
The _______________ established a federal minimum wage, overtime pay eligibility, and child labor standards
Fair Labor Standards Act
The _________ model is a performance improvement model that helps you identify the problem and is often used together with the ___________ model which cycles you through the process of implementing a solution
FOCUS, PDSA
What do each of the letters in FOCUS stand for?
Find the problem Organize a team Clarify the problem Understand the problem Select a solution
What do each of the letters in PDSA stand for?
Plan
Do
Study
Act
_________________ is a performance improvement model that focuses on improving the process in response to the customer’s needs
Total Quality Management
Company culture and attitude are driven by satisfying customers via products and services
What are the key aspects of the Total Quality Improvement (TQM) performance improvement model? (7)
Customer focussed Strategic approaches Total employee involvement Continuous improvement Process centered Integrated system Communication
List the 6 domains of health care quality targeted by the IOM Framework for Health Care Quality
Safe Effective Patient centered Timely Efficient Equitable
The _______________ performance improvement model serves to identify problems, implement corrective action, and study the effectiveness of the solution
Continuous Quality Improvement
Ongoing cycle of collecting data and using the data to make decisions for gradual and continuous improvement
The key tenets of Continuous Quality Improvement are:
Customer satisfaction
Data collection via the scientific method
Team involvement
____________ is a Japanese business philosophy regarding processes that continuously improve operations and involve all employees
Kaizen
The 5 Principles of Kaizen are:
Know your customer Let it flow Go to gemba- value is created where things actually happen so you should follow the action (gemba refers to workplace) Empower people Be transparent
The Kaizen change model has 4 pillars:
Daily Kaizen- change Gemba behaviors and culture
Breakthrough Kaizen- to implement new paradigms and processes
Leaders Kaizen- to build long term capability with steering and infrastructure
The FADE QI model stands for:
Focus
Analyze
Develop
Execute
the FADE QI was established to improve health care quality
Under the FADE QI model, there are 4 key aspects to effective quality improvement initiatives which are:
Considered both systems and processes
Focuses on the patients
Focuses on being part of the team
Focuses on the use of data
The ______________ is an individualized model that can be used as a manager to engage the team with the change
RUMBA model
RUMBA stands for:
Reasonable Understandable Measurable Believable Achievable
_________ is a systematic approach to eliminate activities that don’t add value to a process with the goal of high quality and customer satisfaction
Lean
5 Principles of Lean:
Identify your customers and what they value Map the value stream Create flow to the customer Establish pull based on customer demand Seek continuous improvement
_____________ measures compliance against certain necessary standards, typically focusing on individuals
Quality assurance
The ____________ is a planning process used to arrive at a group opinion or decision by surveying a panel of experts
Delphi method
Experts respond to several rounds of questionnaires and the responses are aggregated and shared with the group after each round
_________________ is a planning process in which structured small groups are used to reach a consensus. The moderator presents a question of interest, each group member writes down their idea separately, and then everyone shares their idea. The group discusses each idea, revises them, and votes for the best one.
Delbecq’s nominal group techniquen
_____________ is a collaborative planning process that harnesses the talent of all invested parties
Charrette
In _____________ the goal is to create an effective process using a problem solving methodology that uses data and the DMAIC framework
Six sigma
What does DMAIC stand for?
Define Measure Analyze Improve Control
Used during planning processes
A ___________ budget is prepared by upper management and given to operating units
top down
______________ is a type of top down budget where the company sets targets or outputs and then determines the activities necessary to meet the target and the cost of carrying out those activities
Activity Based Budgeting
When using a _______________ each unit prepares a budget that is then sent to upper management
Bottom up budget
In a _______________ you start with the previous year’s budget and adjust for current conidiions
Baseline budget
In a _______________ you determine the cost, outlay, and inflows without a baseline budget
zero based budget
The manager has to justify every expensive with nothing automatically approved
May eliminate unnecessary expenditures but can be very time consuming
A _______________ does not change based off of business variations
Fixed budget aka status budget
A _______________ changes with business activity because the budget is contracted with a rate per unit activity rather than a fixed amount
Flexible budget
Used for measuring efficiency- if
An _______________ uses existing budget numbers as a base and adds incremental amounts relative to the current budget
incremental budget
one of the most common budgeting methods due to simplicity
_________________ is a budget building mindset
Value proposition budgeting
______________ use numbers from a company’s financial system to describe the financial state of the company
finance rations
Assets to liabilities ratio
The percentage of assets divided by the debt
Debt equity ratio
the percentage of assets funded by shareholder’s equity and debt
Inventory turn over rate
Assess if there is efficient use of assets
Probability ratio
Ability to generate excess income relative to sales
Solvency ratio
Ability to meet long term debts
Liquidity ratio
Ability to meet short term debts
Activity ratio
Ability to transfer non-cash assets to cash assets
Current ratio
Divide the current assets by the current liabilities
Represents an organization’s ability to meet current financial obligations
A current ratio of _______ indicates an ability to pay bills when bills are due and over the next 12 months
> 1
_______________ is the money owed to the company that will be fulfilled shortly such as pending card payments
Accounts receivable
The _________________ is the total depreciation of an asset up to a given date, subtracted from the original cost at time of purchase
accumulated depreciation
_______________ include an organization’s accounts payable and accrued expenses that must be paid within 12 months
Current liabilities
______________ is the monetary value of property beyond debts, including retained earnings
Owner’s equity
_______________ is the income set aside by the company instead of being distributed to shareholders
Retained earnings
_______________ is the total sales minus the cost of goods sold
Gross profit
A _______________ estimates the total monetary value of benefits that will be derived from a project and compares that value to the cost of the project
cost benefit analysis
helps decide if a planned project is financially worthwhile
A ______________ is the systematic assessment of every feature of a product to ensure its cost is no greater than is require to achieve its function
value analysis
The five factors that affect the quality of a product are:
Money Materials Management People Market
______________ is when a business adds something extra to a generic product that gives a greater perception of the value
Value added
ex is pre-cut product at the grocery store
The _______________ is when expenses and revenue are equal
Break even point
Total costs includes two types of costs, which are:
fixed costs
variable costs
______________ are the same over a period of time and aren’t relevant to output decisions
Fixed cost
ex. rent. equipment, insurance
_______________ vary with output and typically increase at a constant rate relative to labor costs and capital
Variable costs
Formula to determine the break even point
There are 4 broad ways to segment the market, which are:
Geographic- physical location
Psychographic- personality, interests, beliefs
Behavioristic- consumer behavior towards products
Demographic- age, sex, race, ethnicity, income, education, and occupation
_____________________ describe how psychographic traits and demographics drive consume behavior
Values and Lifestyles (VALS) Segments of American Adult Consumers
Primary motivators
ideals, achievement, and self expression
Resources
income, energy, self-confidence, intellectualism. novelty seeking, innovativeness, impulsiveness, leadership and vanity
8 VALS
Innovators Survivors Makers Experiencers Strivers Achievers Believers Thinkers
_______________ have high income and high self esteem, are successful and sophisticated, and take charge
Innovators
___________ live narrowly focused lives, believe the world is changing too quickly as they have few resources with which to cope. Are comfortable with the familiar and concerned with safety and security
Survivors
______________ have lower income, focus on self-sufficiency and family, express themselves and experience the world by working on it, have the skills and energy to carry out their projects
Makers
______________ are young and impulsive, seek variety, excitement, and risky activities
Experiencers
_____________ are trendy, fun-loving, motivated by achievement and concerned about the opinions and approvals of others
Strivers
Define their success by money
___________ are successful individuals, typically have high income, are motivated by a desire for achievement, have goal oriented lifestyles, and have a deep commitment to career and family
Achievers
____________ are motivated by ideals, are conservative and conventional, and have concrete beliefs based on traditional codes
Believers
___________ are motivated by ideals, are mature, satisfied, comfortable, and reflective. They value order, knowledge, and responsibility
Thinkers
________________ is the process by which an impartial organization reviews a company’s operation to ensure the company conducts business in a manner consistent with national standards
Accreditation
________________ is an independent non-profit organization that accredits and certifies hospitals, home care organizations, rehabilitation centers, longer term and nursing facilities, behavioral health organizations, addiction treatment and recovery programs, ambulatory care providers, clinical laboratories
The Joint Commission
Hospital accrediting agencies must acquire _____________ from the Centers for Medicare and Medicaid Services (CMS) per the Social Security
deeming status
Standards by the Joint Commission ___________ the stands of the CMS Conditions of Participation
CoPs
______________ is a corporation that has deeming authority for hospitals in the US since 2008.
DNVGL Healthcare
Accreditation requirements related to the CMS CoPs with a focus on continuous improvement processes
_____________________ is a non-profit established in 1990 to improve healthcare through evidence based methods and identifying organizations that are run in ways which improve care
The National Committee for Quality Assurance
The National Committee for Quality Assurance measures the quality of medical providers using ________________
Healthcare Effectiveness Data and Information Sets (HEDIS)
If a hospital is accredited by an organization with deeming authority it is also certified by _________. because it has met or exceeded those standards
CMS
The ACA created a new division in CMS called the _____________ to develop and test Alternative Payment Models (APMs)
Center for Medicare and Medicaid Innovation
_______________ is one of the first APMs and is a group of healthcare professionals and/or hospitals who come together to coordinate high quality care to Medicare patients
Accountable Care Organizations
The goals is to prevent medical errors and avoid unnecessary health care duplication
Figureheads, leaders, and liaisons can be classified as ______________ managerial role which results form a manager’s authority and status
Interpersonal
Monitors, disseminators, and spokespersons can be classified as ______________ managerial role which characterize the manager as the central focus for receiving and sending non-routine information
Informational
Entrepreneurs/initiators, disturbance handlers, resource allocators, and negotiators can be classified as ______________ managerial role
decisional
