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LEADERSHIP > LEADERSHIP 3 > Flashcards

LEADERSHIP 3 Flashcards

1
Q

Institute of medicine defines quality healthcare as

A

the degree to which serves the population to increase the likelihood of desired outcomes and are consistent with current professional knowledge

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2
Q

what are the measurements of healthcare quality

A

process indicators and outcome indicators

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3
Q

what are process indicators

A
  • actions to improve healthcare
  • how care is delivered
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4
Q

what are outcome indicators

A
  • effects of healthcare (mortality rate, readmissions, falls, CLABSI (think white board on floor)
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5
Q

benchmarking

A

process of measuring products, practices, and services against best performing organizations

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6
Q

aim statement

A
  • what will improve
  • when
  • how much
  • for whom
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7
Q

performance appraisal

A

very personal, performance is evaluated and gives employee chances to self evaluate and gain criticism

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8
Q

pitfalls of performance appraisals

A
  • halo effect
  • horns effect
  • central tendency
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9
Q

constructive discipline

A

discipline to help employees grow, not punish (training, education, molding)

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10
Q

progressive discipline

A

all except serious infractions, slate should be wiped clean

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11
Q

four common steps of progressive discipline

A
  1. verbal admonishment
  2. written admonishment
  3. suspension from work without pay
  4. dismissal
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12
Q

quality control is always …

A

ongoing

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13
Q

what measures services against exemplar organizations

A

benchmarking

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14
Q

the key to quality control process is

A

benchmarking

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15
Q

total quality management

A

empowers employees by providing positive feedback to reinforce behaviors and attitudes to provide better communication to patients. always reevaluate

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16
Q

political process

A

operations of political parties, elections, and voting

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17
Q

national and state healthcare legislation

A

laws passed by the national congress and tx legislature that impact health care

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18
Q

grassroot strategies

A

actions at the local level that influence policy makers

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19
Q

forecasting

A

making an educated budget estimate using historical data

20
Q

3 budget types

A
  1. personnel
  2. operating
  3. capital
21
Q

personnel

A

majority of healthcare organization expense (paying employees)

22
Q

operating

A

second largest area of expense (involves all managers) reflects expenses that change in reflection to volume of services (supplies, electricity)

23
Q

capital

A

plans for purchase of building or major equipment, not used in daily operations (SIM labs, renovations, radiology equipment, etc)

24
Q

incremental budgeting

A

begins with the budget from the previous [period and if more is needed, expenses need to be justified

25
Q

zero based budgeting

A

starts with 0. more detail, everyone is responsible. assigns income to specific NO MONEY LEFT OVER

26
Q

flexible budgeting

A

adapts to changing needs of the company

27
Q

performance budgeting

A

based on productivity

28
Q

Medicare primary population

A

elderly, disabled, renal dialysis patients

29
Q

as essential feature of an efficient organization is

A

coordination

30
Q

max webster bureaucracy

A

lack of unity of command leads to conflict, confusion, and decreased productivity

31
Q

authority

A

power to act

32
Q

responsibility

A

duty related to a job

33
Q

accountability

A

internalized responsibility for a job

34
Q

bureaucratic line structure

A
  • expectations are clearly defined
  • one boss
  • lots of rules and policies
  • creativity can be lost
35
Q

ad hoc design

A
  • can be temporary
  • more flexible than line structure
  • project/team to ask approach, then disabled after project is completed
  • can lead to decrease in employee loyalty to parent org
36
Q

matrix structure

A

people move to where skills are best utilized

37
Q

service line

A

hospital arranged around specialties, greater autonomy

38
Q

flat structure

A

reduced layers, decision making is done at lower levels, managers have greater workload, less bureaucracy

39
Q

scalar chain

A

decision making hierarchy
centralized: few people at the top make all the decisions

40
Q

shared governance system

A

professional practice model that includes accountability based governance system for professional workers

41
Q

legitimate power

A

given because of positions in org

42
Q

reward power

A

based on ability to control an administer rewards

43
Q

coercive power

A

based on managers ability to use punishment

44
Q

expert power

A

based on special skill or ability of person

45
Q

referent power

A

based on appeal of one person to another persons connection with power

LEADERSHIP (3 decks)

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