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CDR Exam > III A Functions of management (planning, organizing, little bit of directing) > Flashcards

III A Functions of management (planning, organizing, little bit of directing) Flashcards

0
Q

what is the basic function of management?**

A

planning

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1
Q

what are the functions of management?

A

plan, organize, direct, control and evaluate

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2
Q

objectives

A

predetermined, motivators, directors; towards which management directs efforts

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3
Q

policies

A

define scope of permissible activity

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4
Q

procedures

A

guide daily operations

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5
Q

objectives vs. policies vs. procedures

A
  • objectives = direct efforts, motivators
  • policies = scope of activity
  • procedures = daily operations
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6
Q

short range or operational planning

A

1 year or less- projected in days, weeks, months (usually operating budget)

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7
Q

long range planning

A

<= 5 year cycle; focus on goals, objectives, mission statement

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8
Q

strategic planning

A

decisions NOT plans; WAY in the future, 15-20 years (ex: broad technological and competitive aspects, SWOT analysis)

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9
Q

short range/operational vs long range vs strategic planning

A
  • short = 1 year or less, operating budget
  • long = up to 5 years, goals & objectives
  • strategic = 15-20 years in the future, decisions, not plans
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10
Q

disaster planning requires how much water for how long?****

A

one gallon of water/person/day for minimum of 3 days

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11
Q

what is the management function of organizing? what kinds of things comprise that function?

A
  • divide tasks into positions, relationships between management
  • e.g: organizational structure, staffing, FTE and relief, work simplification, productivity management, work schedules, labor turnover
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12
Q

what does an organizational chart show?

A

how an employee fits into the organization - relationship of positions and functions

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13
Q

how are lines of AUTHORITY in an organizational chart shown? example?***

A

authority = SOLID lines, ex: employee of department

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14
Q

how are lines of ADVISORY in an organizational chart shown? example?***

A

advisory = D-O-T-T-E-D lines, ex: come and go as needed, HR position, consultants even if an RD)

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15
Q

another name for advisory position?

A

staff

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16
Q

chain of command

A

command relationship from top to bottom - starts with one person and extends down

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17
Q

what are staff positions?****

A

advise and support the line, but NOT involved in day-to-day operations (aka advisory, specialists)

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18
Q

example of a staff position?

A

personnel director, consultant RD in a nursing home

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19
Q

what is a functional position?

A

serves as a authority/line and staff/advisory position; has limited authority b/c of specialized knowledge

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20
Q

example of a functional position –>

A

responsibility of purchasing could be given to a head purchasing agent who oversees that function in all departments

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21
Q

what is the span of control?

A

number of individuals or departments under the direction of one individual

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22
Q

what is a NARROW span of control? who is it used with?****

A
  • more levels, more managers

- NEWLY hired personnel

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23
Q

what is a WIDE span of control? who is it used with?**

A
  • fewer levels, fewer managers

- HIGHLY MOTIVATED workers

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24
Q

what is the concentric model of organization?

A

(concentric aka circular)

functions centered AROUND INDIVIDUALS, NOT above and below them

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25
Q

how many meals per labor hour does an acute care conventional facility produce?*****

A

3.5 meals/labor hour

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26
Q

what type of facility produces the most meals/labor hour?

A

school foodservice- a cafeteria with LIMITED SERVICE

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27
Q

nourishment is aka?***

A

snack

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28
Q

what is a meal equivalent?**

A

measure of productivity

= food sales / average cost of a typical meal

29
Q

meal equivalents & nourishments –> ****

A

ex: if it takes as much labor to produce 6 nourishments as it does one meal, then 6 nourishments are equivalent IN LABOR to one meal

30
Q

definition of an ABSOLUTE FTE*****

A

minimum number of employees needed to staff th facility; COUNTS PRODUCTIVE HOURS (hours ACTUALLY WORKED)

31
Q

definition of an ADJUSTED FTE***

A

adds in BENEFIT DAYS AND DAYS OFF

32
Q

absolute versus adjusted FTE***

A
  • absolute = HOURS ACTUALLY WORKED

- adjusted = INCLUDES DAYS OFF AND BENEFIT DAYS

33
Q

FTE- hours per day

A

8

34
Q

FTE hours per week

A

40

35
Q

FTE hours per year***

A

2080

36
Q

how to calculate FTE?***

A

divide: number of total hours used in operating the facility (day, week, year, etc.) / normal workload hours of one employee (8, 40, 2080)

37
Q

how to calculate number of relief workers needed to cover 365 days per year?*****

A

multiple number of FT positions by **0.55

38
Q

how to calculate number total employees (FT + relief employees) needed to cover 365 days per year?*****

A

A) multiply number of FT positions by **0.55, then add number of FT positions to that number
—OR—
B) multiply number of FT positions by 1.55

39
Q

a relief worker can cover how many FT workers each week?**

A

2.5 (? still don’t understand this)

40
Q

what is the purpose of work simplification?

A

eliminate unnecessary parts and those that add no value

41
Q

what does work simplification assess?*****

A

SMALLEST parts of the job (i.e. hand movements, steps taken)

42
Q

examples of work simplification: motion economy

A

reduces motions and time required

43
Q

examples of work simplification: work sampling***

A

observe RANDOM samples (INTERMITTENT OBSERVATIONS) to determine % of time WORKING OR IDLE

44
Q

examples of work simplification: pathway chart or flow diagram

A

scale drawing showing a path of a worker during a process (like we had to do in NTDT326)

45
Q

examples of work simplification: operation charts

A

movement of hands; reduces transportation and re-plan work areas

46
Q

examples of work simplification: process charts

A

steps involved in a process using SYMBOLS

47
Q

examples of work simplification: cross charts**

A

efficiency of EQUIPMENT placement, studies WORK MOTIONS, shows NUMBER OF MOVEMENTS BETWEEN PIECES OF EQUIPMENT

48
Q

what is productivity?***

A

EFFICIENCY with which a production or service activity CONVERTS INPUTS INTO OUTPUTS, expressed as RATIOS

49
Q

what are inputs?

A

RESOURCES: men (labor), money, materials, facilities, energy

50
Q

what are outputs?

A

UNITS OF SERVICE: meals, patient days, consults

51
Q

meals per labor hour equation***

A

meals produced / # hours worked

52
Q

work schedules: master**

A

OVERALL PLAN - days off/on, vacations, help to develop weekly schedule (ex: a big calendar at L006 with the months and who has what day off)

53
Q

work schedules: shift***

A

staffing patterns for a PARTICULAR OPERATION, positions and hours worked for PIECE OF THE DAY; number of days worked per week (ex: weekly schedule that X person works M-F 8-2pm and X person works M-R 10-2pm)

54
Q

work schedules: production schedule***

A

WHAT TO DO WHEN; time sequencing of events required to produce a meal; employee assignments and menu items; quantity to prepare and the timing (ex: Sandi’s rotation + the quantity sheet)

55
Q

3 types of work schedules: master vs. shift vs. production schedule**

A
  • master = overall plan (days off)
  • shift = positions and hours for a piece of the day, particular operation
  • production schedule = what to do when (ex: timing of sequencing of events required to produce a meal)
56
Q

labor turnover rate uses what numbers?**

A

of NEW or REPLACEMENT employees at the END of the period

57
Q

labor turnover rate equation**

A

number of employees (separated) terminated and replaced / total positions in the department

58
Q

is a position turned over if someone did not replace them?

A

NO

59
Q

what comes under the management function of directing and coordinating?

A

delegation & communication!

60
Q

what is delegation?

A

distribution of work to qualified people

61
Q

what is a barrier to effective delegation?**

A

reluctance to delegate - manager feels that he can do better himself or a loss of power

62
Q

pathway of communication

A

transmitting and receiving –> feedback if message has been received

barriers sometimes occur during this pathway - i.e. words not mutually understood, poor voice quality, illegible handwriting

63
Q

what is essential in communication?***

A

LISTENING SKILLS!

64
Q

organizational communication channels: downward**

A

from Department Head DOWN through chains of workers; chain of command, using procedures and policies

65
Q

organizational communication channels: upward**

A

from LOWER LEVEL workers UP TO the Department head, OPEN-DOOR policy (can come to higher up with questions, etc.)

  • employees can have a say in what happens
66
Q

organizational communication channels: horizontal***

A

BETWEEN DEPARTMENTS (ex: Nutrition and Nursing; between production and service within the Nutrition Department)

67
Q

organizational communication channels: diagonal***

A

between FUNCTIONS diagonally placed, minimizes time and efforts (ex: ordering clerk in FS sends requests directly to purchasing department, not through FS channels)

68
Q

organizational communication channels: informal channel/grapevine***

A

social needs/”chatter”

69
Q

SUMMARY- organizational communication channels: downward vs. upward vs. horizontal vs. diagonal vs. informal channel/grapevine*****

A
  • downward: from Department Head down through chains of workers
  • upward: from workers up to the Department head, open-door policy
  • horizontal: between departments
  • diagonal: between FUNCTIONS diagonally placed
  • informal: social needs/”chatter”

CDR Exam (34 decks)

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