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2025 PHPM Royal College Study - based on AN Summary Notes > Leadership & Management - Part 1 > Flashcards

Leadership & Management - Part 1 Flashcards

1
Q

define leadership (1)

A

1- offers vision for organization for
future and inspires employees

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2
Q

define management (1)

A

1- day-to-day organization operations

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3
Q

what are the styles of leadership - TSV/CAD/PCS (9)

A

1- traditional
2- servant
3- visionary
4- coaching
5- affiliative
6- democratic
7- pace-setting
8- coercive
9- situational

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4
Q

re: leadership styles, what is traditional (1)

A

1- boss-centred, those lower down on pyramid serve authority above them

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5
Q

re: leadership styles, what is servant (1)

A

1- leader exists to serve the people and invest in them

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6
Q

re: leadership styles, what is visionary (1)

A

1- inspires team towards a common goal

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7
Q

re: leadership styles, what is coaching (1)

A

1- focuses on developing others for future success

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8
Q

re: leadership styles, what is affiliative (1)

A

1- promotes harmony, encouraging inclusion and resolving conflict

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9
Q

re: leadership styles, what is democratic (1)

A

1- focus on collaboration and listening

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10
Q

re: leadership styles, what is pace-setting (1)

A

1- focuses on performance and meeting goals

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11
Q

re: leadership styles, what is coercive (1)

A

1- tight control, orders and threat of punishment (use in crisis-situations)

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12
Q

re: leadership styles, what is situational (1)

A

1- changing the style of leadership in response to the context

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13
Q

what are the modes of influence - LA RAT CAC (8)

A

1- logic
2- authority
3- rapport
4- assertiveness
5- team-building
6- credibility
7- aggressiveness
8- culture

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14
Q

re: modes of influence, what is logic (1)

A

1- appealing to evidence

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15
Q

re: modes of influence, what is authority (1)

A

1- formal power over another individual granted by the structure of the organization

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16
Q

re: modes of influence, what is rapport (1)

A

1- relationship based on mutual understanding between two people (face to face)

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17
Q

re: modes of influence, what is assertiveness (1)

A

1- calm self-confidence, respectful

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18
Q

re: modes of influence, what is team building (1)

A

1- rapport built by working with people side-by-side over time

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19
Q

re: modes of influence, what is credibility (1)

A

1- usually based on professionalism and
expertise

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20
Q

re: modes of influence, what is aggressiveness (1)

A

1- hostile behaviour can be
initially effective, but toxic over the long term

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21
Q

re: modes of influence, what is culture (1)

A

1- informal power over another individual granted by the culture of the organization

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22
Q

what is the LEADS framework (1)

A

1- represents the skills, behaviours, abilities, and knowledge required to lead (health system focused)

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23
Q

what are the aspects of the LEADS framework (5)

A

1- lead self
2- engage others
3- achieve results
4- develop coalitions
5- systems transformation

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24
Q

what are the 4D steps to decision-making (4)

A

1- discuss: propose options
2- debate: evaluate options
3- decide: choose one option
4- do: implement option

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25
Q

what is the Delphi method (4)

A

1- facilitator sends repeated rounds of anonymous questionnaires to a panel of experts
2- experts respond, anonymous results of the previous questionnaire
are provided to the panel between each round
3- experts revise responses - several feedback cycles might be needed
4- facilitator produces report on experts’ responses

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26
Q

what are pros of Delphi method (3)

A

1- rapid consensus
2- low cost
3- good data

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27
Q

what are cons of Delphi method (3)

A

1- not useful when there are differing opinions
2- requires high participant motivation
3- facilitator can dominate

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28
Q

what is the nominal group technique (1)

A

1- Gathers information by asking individuals to
respond to questions posed by a moderator, and
then asking participants to prioritize the ideas or
suggestions of all group members

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29
Q

what are the steps of nominal group technique - GRDV (4)

A

1- generate ideas
2- record ideas
3- discuss ideas
4- vote

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30
Q

what are pros of nominal group technique (3)

A

1- Prevents the domination of the discussion by a single person, encourages all group members to participate
2- Generates a greater number of ideas than
traditional group discussions
3- results in a set of prioritized solutions or recommendations that represent the group’s preferences

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31
Q

what are cons of nominal group technique (3)

A

1- requires preparation
2- Minimizes discussion, and thus does not allow for
the full development of ideas
3- Regimented, lends itself only to a single-purpose,
single-topic meeting

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32
Q

what are the steps in the NCCMT model for evidence-informed decision making in public health (5)

A

1- research
2- community health issues and preferences (surveillance, health status reports)
3- political preferences and actions
4- public health resources
5- public health expertise

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33
Q

what are the components of the Organization Performance Management Cycle - PPRQ (4)

A

1- performance standards
2- performance measures/indicators
3- reporting progress
4- quality improvement

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34
Q

what kind of indicators can you use as part of Organization Performance Management Cycle (2)

A

1- population health indicators: breastfeeding duration, chlamydia incidence, hep B imm coverage (“outcome indicators”, like outcomes of PH programming)
2- governance and accountability indicators: staff length of service, strategic plan objectives (“process indicators”, like the process/operations of doing PH work)

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35
Q

define performance accountability (1)

A

1- accountability of the organization for
the performance of its programs and services

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36
Q

define organization (1)

A

1- social group which distributes tasks for a collective goal

37
Q

define strategy (4)

A

1- vision
2- mission
3- values
4- goals

38
Q

define operations (1 with 3 examples, PPP)

A

1- day-to-day actions (programs,
projects, processes)

39
Q

define governance (1)

A

1- structures and processes of direction-setting and control

40
Q

define line authority (1)

A

1- authority to issue a command, according to an organizational structure (e.g., a manager has line authority over a staff person)

41
Q

define span of control (1)

A

1-Number of staff people a manager has direct
line authority over

42
Q

define responsibility (2)

A

1- duty to get something done
2- can be delegated

43
Q

define accountability (2)

A

1- requirement to ensure
something is done
2- cannot be delegated

44
Q

define accreditation (1)

A

1- Ongoing process of assessing health care and
social service organizations against standards of
excellence to identify what is being done well and
what needs to be improved

45
Q

what are pros of accreditation (1)

A

1- supports continuous quality improvement

46
Q

what are cons of accreditation (2)

A

1- Requires significant time and effort to comply
2- May duplicate or take resources away from
meeting other performance targets or accountability
agreement

47
Q

what is a project charter (1)

A

1- comprehensive overview of the project that is vital to ensuring that everyone are
aware of the project’s purpose and objectives

48
Q

what are the components of a project charter - SGP/KK/M/RR (8) or TAGOP(IE) and slot these components into it

A

1- Scope and background
2- Goals and objectives
3- Project governance (use RASCI matrix)
4- Key partnerships
5- Key performance measures
6- Milestones, deliverables
7- Resources and costs
8- Risk analysis/mitigation, assumptions

Or

T- assemble team, RASCI, assign roles
A- assess situation - scope, project background
GO - goals and objectives
P- plan project - partnerships, performance measures, milestones, deliverables, resources and costs, risk analysis/mitigation
Implement and Evaluate are outside the project charter

49
Q

what is the project triangle (3)

A

1- scope
2- resources/cost
3- schedule (time available)

50
Q

what happens when you change one aspect of the project triangle (1 and example)

A

1- All 3 impact the quality of the project where
changing one impacts the other (e.g. shorter timeline likely narrows project scope)

51
Q

what are SMART objectives - define SMART (5)

A

1- Specific: make sure goals are focused and identify a tangible outcomes
2- Measurable: clear definition of success to
evaluate achievement and progress
3- Achievable: reasonable to attain/are realistic
4- Relevant: ensuring what trying to achieve is worthwhile to you
5- Time-bound: set a target date

52
Q

what is the RASCI matrix (1)

A

1- responsibility assignment chart that maps out every task, milestone, or key decision involved in completing a project

53
Q

what does RASCI stand for (5)

A

1- responsible
2- accountable
3- supportive
4- consulted
5- informed

54
Q

re: RASCI, what does responsible mean (1)

A

1- responsible for delivering on the
task (e.g., AMOH is responsible for managing an
outbreak)

55
Q

re: RASCI, what does accountable mean (1)

A

1- ultimately accountable for a task; may or not be the same person who is responsible (e.g., MOH is accountable to the Board for AMOH’s management of an outbreak)

56
Q

re: RASCI, what does supportive mean (1)

A

1- perform the task (e.g., PHNs who investigate an outbreak)

57
Q

re: RASCI, what does consulted mean (1)

A

1- must be consulted for the task to proceed (e.g., physician who reported the initial case in the outbreak)

58
Q

re: RASCI, what does informed mean (1)

A

1- should be notified of results, but are
not involved in the decision-making (e.g., PHO in
the context of an influenza outbreak in LTC)

59
Q

what is a Gantt chart (1)

A

1- Used to track project tasks, who is responsible, across the project schedule timeline

60
Q

what is a logic model (1)

A

1- Visual illustration of a program’s resources, activities and outcomes

61
Q

what are the components of a logic model - GIATO SOLO (7)

A

1- Goal
2- Inputs
3- Activities
4- Target audience
5- Outputs
6- Short-term outcomes
7- Long-term outcomes

62
Q

re: logic model, what is goal (1)

A

1- Goal: overall long-term health outcomes the
program hopes to achieve

63
Q

re: logic model, what is input (1)

A

1- Inputs: resources invested into a program

64
Q

re: logic model, what is activities (1)

A

1- Activities: planned activities/interventions

65
Q

re: logic model, what is target audience (1)

A

1- Target audience: primary (main population) and
secondary (not a direct recipient but may still be
impacted)

66
Q

re: logic model, what is output (1)

A

1- Outputs: Products that are produced from program
activities or interventions

67
Q

re: logic model, what is short-term outcome (1)

A

1- Short-term outcomes: changes expected to
result from the program

68
Q

re: logic model, what is long-term outcome (1)

A

1- Long-term outcomes: associated with changes
in knowledge, awareness, behaviour and skills

69
Q

what is a SWOT analysis (2)

A

1- Technique used to determine your strengths,
weaknesses, opportunities, and threats
2- Identify critical issues facing the organization

70
Q

what methods can you use a SWOT analysis in (3)

A

1- organizational assessment
2- stakeholder consultation
3- environmental scan

71
Q

re: SWOT, which of the 4 components are external vs. internal factors (2)

A

1- SW are internal factors
2- OT are external factors

72
Q

what is a fishbone diagram (1)

A

1- visualization of a problem and its root causes

73
Q

re: fishbone diagram, what is the fish head (1)

A

1- the problem you would like to address, the ‘effect’

74
Q

re: fishbone diagram, what are the ribs (1)

A

1- major inputs into process that contribute to
the problem, the ‘causes’ (e.g., staff, programs, budget)

75
Q

re: fishbone diagram, what are the branches (1)

A

1- “causes of causes”, the reasons the “ribs” contribute to the problem

76
Q

define strategic planning (2)

A

1- Provides a 3-5 year direction for an organization
on where it is headed (strategic priorities) and how
it will monitor progress
2- i.e. Where is the organization heading and why it’s heading there

77
Q

what are the core elements of a strategic plan (5)

A

1- vision
2- mission
3- values
4- strategic direction
5- goals & measures

78
Q

re: strategic plan, what is vision (1)

A

1- Desired state, where the
organization should go

79
Q

re: strategic plan, what is mission (1)

A

1- Core purpose of the organization,
something to be accomplished

80
Q

re: strategic plan, what is values (1)

A

1- Principles, beliefs, and underlying assumptions that guide the organization

81
Q

re: strategic plan, what is strategic direction (1)

A

1- Broad strategies or objectives that
will contribute to achieving vision and mission

82
Q

re: strategic plan, what is goals & measures (1)

A

1- Concrete, medium-term, SMART objectives (~5 years) that fit within the strategic directions

83
Q

what are steps in undertaking strategic planning - DAC-DG-SAC-IE
- can also think TAGOPIE/APIE (10)

A

1- Determine Readiness – capacity, structure
2- Assemble team – assign roles
3- Consult Stakeholders – internal, external
4- Develop project plan
- Gantt chart, timelines, milestones, RASCI
5- Gather information: environmental scan -
PESTLE; pop health assessment
6- Set vision, mission, values
7- Analyze strengths and weaknesses – SWOT or SOAR analysis, gap analysis
8- Create the strategic plan – determine goals and focus areas, align with other
directives (e.g. BC Guiding Framework, Ontario PH Standards), review with
stakeholders, determine goals and measures
(concrete, short term (3-5 years) SMART
objectives that fit within the strategic directions)
9- Implement – communicate plan, roll out, revise as needed
10- Evaluate – monitor progress

84
Q

strategic plan vs. operational plan - what do they guide (2)

A

1- STRAT- General guide for management of the organisation
2- OP - Specific plan for the use of the organisation’s resources in pursuit of the strategic plan

85
Q

strategic plan vs. operational plan - what details do they outline (2)

A

1- STRAT- Suggests strategies to be employed in pursuit of the organisation’s goals
2- OP- Details specific activities and events to be undertaken to implement strategies

86
Q

strategic vs. operational plan - what is the timeline for each (2)

A

1- STRAT- Is a plan for the pursuit of the organisation’s
mission in the longer term (3 - 5 years)
2- OP- Is a plan for the day-to-day management of the
organisation (one year time frame)

87
Q

strategic vs. operational plan - how are they used (2)

A

1- STRAT- Guides management to formulate operational plan
2- OP- Shouldn’t formulate without reference to strategic plan

88
Q

strategic vs. operational plan - how do they change over time (2)

A

1- STRAT - Tends not to be significantly changed every year
2- OP- May differ from year to year significantly

89
Q

strategic vs. operational plan - who is responsible to develop each (2)

A

1- STRAT- Development is a responsibility shared and involves different categories of stakeholders
2- OP- Produced by the chief executive and staff of the
organization

2025 PHPM Royal College Study - based on AN Summary Notes (30 decks)

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