Leadership & Management - Part 1 Flashcards
define leadership (1)
1- offers vision for organization for
future and inspires employees
define management (1)
1- day-to-day organization operations
what are the styles of leadership - TSV/CAD/PCS (9)
1- traditional
2- servant
3- visionary
4- coaching
5- affiliative
6- democratic
7- pace-setting
8- coercive
9- situational
re: leadership styles, what is traditional (1)
1- boss-centred, those lower down on pyramid serve authority above them
re: leadership styles, what is servant (1)
1- leader exists to serve the people and invest in them
re: leadership styles, what is visionary (1)
1- inspires team towards a common goal
re: leadership styles, what is coaching (1)
1- focuses on developing others for future success
re: leadership styles, what is affiliative (1)
1- promotes harmony, encouraging inclusion and resolving conflict
re: leadership styles, what is democratic (1)
1- focus on collaboration and listening
re: leadership styles, what is pace-setting (1)
1- focuses on performance and meeting goals
re: leadership styles, what is coercive (1)
1- tight control, orders and threat of punishment (use in crisis-situations)
re: leadership styles, what is situational (1)
1- changing the style of leadership in response to the context
what are the modes of influence - LA RAT CAC (8)
1- logic
2- authority
3- rapport
4- assertiveness
5- team-building
6- credibility
7- aggressiveness
8- culture
re: modes of influence, what is logic (1)
1- appealing to evidence
re: modes of influence, what is authority (1)
1- formal power over another individual granted by the structure of the organization
re: modes of influence, what is rapport (1)
1- relationship based on mutual understanding between two people (face to face)
re: modes of influence, what is assertiveness (1)
1- calm self-confidence, respectful
re: modes of influence, what is team building (1)
1- rapport built by working with people side-by-side over time
re: modes of influence, what is credibility (1)
1- usually based on professionalism and
expertise
re: modes of influence, what is aggressiveness (1)
1- hostile behaviour can be
initially effective, but toxic over the long term
re: modes of influence, what is culture (1)
1- informal power over another individual granted by the culture of the organization
what is the LEADS framework (1)
1- represents the skills, behaviours, abilities, and knowledge required to lead (health system focused)
what are the aspects of the LEADS framework (5)
1- lead self
2- engage others
3- achieve results
4- develop coalitions
5- systems transformation
what are the 4D steps to decision-making (4)
1- discuss: propose options
2- debate: evaluate options
3- decide: choose one option
4- do: implement option
what is the Delphi method (4)
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
what are pros of Delphi method (3)
1- rapid consensus
2- low cost
3- good data
what are cons of Delphi method (3)
1- not useful when there are differing opinions
2- requires high participant motivation
3- facilitator can dominate
what is the nominal group technique (1)
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
what are the steps of nominal group technique - GRDV (4)
1- generate ideas
2- record ideas
3- discuss ideas
4- vote
what are pros of nominal group technique (3)
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
what are cons of nominal group technique (3)
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
what are the steps in the NCCMT model for evidence-informed decision making in public health (5)
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
what are the components of the Organization Performance Management Cycle - PPRQ (4)
1- performance standards
2- performance measures/indicators
3- reporting progress
4- quality improvement
what kind of indicators can you use as part of Organization Performance Management Cycle (2)
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)
define performance accountability (1)
1- accountability of the organization for
the performance of its programs and services
define organization (1)
1- social group which distributes tasks for a collective goal
define strategy (4)
1- vision
2- mission
3- values
4- goals
define operations (1 with 3 examples, PPP)
1- day-to-day actions (programs,
projects, processes)
define governance (1)
1- structures and processes of direction-setting and control
define line authority (1)
1- authority to issue a command, according to an organizational structure (e.g., a manager has line authority over a staff person)
define span of control (1)
1-Number of staff people a manager has direct
line authority over
define responsibility (2)
1- duty to get something done
2- can be delegated
define accountability (2)
1- requirement to ensure
something is done
2- cannot be delegated
define accreditation (1)
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
what are pros of accreditation (1)
1- supports continuous quality improvement
what are cons of accreditation (2)
1- Requires significant time and effort to comply
2- May duplicate or take resources away from
meeting other performance targets or accountability
agreement
what is a project charter (1)
1- comprehensive overview of the project that is vital to ensuring that everyone are
aware of the project’s purpose and objectives
what are the components of a project charter - SGP/KK/M/RR (8) or TAGOP(IE) and slot these components into it
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
what is the project triangle (3)
1- scope
2- resources/cost
3- schedule (time available)
what happens when you change one aspect of the project triangle (1 and example)
1- All 3 impact the quality of the project where
changing one impacts the other (e.g. shorter timeline likely narrows project scope)
what are SMART objectives - define SMART (5)
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
what is the RASCI matrix (1)
1- responsibility assignment chart that maps out every task, milestone, or key decision involved in completing a project
what does RASCI stand for (5)
1- responsible
2- accountable
3- supportive
4- consulted
5- informed
re: RASCI, what does responsible mean (1)
1- responsible for delivering on the
task (e.g., AMOH is responsible for managing an
outbreak)
re: RASCI, what does accountable mean (1)
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)
re: RASCI, what does supportive mean (1)
1- perform the task (e.g., PHNs who investigate an outbreak)
re: RASCI, what does consulted mean (1)
1- must be consulted for the task to proceed (e.g., physician who reported the initial case in the outbreak)
re: RASCI, what does informed mean (1)
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)
what is a Gantt chart (1)
1- Used to track project tasks, who is responsible, across the project schedule timeline
what is a logic model (1)
1- Visual illustration of a program’s resources, activities and outcomes
what are the components of a logic model - GIATO SOLO (7)
1- Goal
2- Inputs
3- Activities
4- Target audience
5- Outputs
6- Short-term outcomes
7- Long-term outcomes
re: logic model, what is goal (1)
1- Goal: overall long-term health outcomes the
program hopes to achieve
re: logic model, what is input (1)
1- Inputs: resources invested into a program
re: logic model, what is activities (1)
1- Activities: planned activities/interventions
re: logic model, what is target audience (1)
1- Target audience: primary (main population) and
secondary (not a direct recipient but may still be
impacted)
re: logic model, what is output (1)
1- Outputs: Products that are produced from program
activities or interventions
re: logic model, what is short-term outcome (1)
1- Short-term outcomes: changes expected to
result from the program
re: logic model, what is long-term outcome (1)
1- Long-term outcomes: associated with changes
in knowledge, awareness, behaviour and skills
what is a SWOT analysis (2)
1- Technique used to determine your strengths,
weaknesses, opportunities, and threats
2- Identify critical issues facing the organization
what methods can you use a SWOT analysis in (3)
1- organizational assessment
2- stakeholder consultation
3- environmental scan
re: SWOT, which of the 4 components are external vs. internal factors (2)
1- SW are internal factors
2- OT are external factors
what is a fishbone diagram (1)
1- visualization of a problem and its root causes
re: fishbone diagram, what is the fish head (1)
1- the problem you would like to address, the ‘effect’
re: fishbone diagram, what are the ribs (1)
1- major inputs into process that contribute to
the problem, the ‘causes’ (e.g., staff, programs, budget)
re: fishbone diagram, what are the branches (1)
1- “causes of causes”, the reasons the “ribs” contribute to the problem
define strategic planning (2)
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
what are the core elements of a strategic plan (5)
1- vision
2- mission
3- values
4- strategic direction
5- goals & measures
re: strategic plan, what is vision (1)
1- Desired state, where the
organization should go
re: strategic plan, what is mission (1)
1- Core purpose of the organization,
something to be accomplished
re: strategic plan, what is values (1)
1- Principles, beliefs, and underlying assumptions that guide the organization
re: strategic plan, what is strategic direction (1)
1- Broad strategies or objectives that
will contribute to achieving vision and mission
re: strategic plan, what is goals & measures (1)
1- Concrete, medium-term, SMART objectives (~5 years) that fit within the strategic directions
what are steps in undertaking strategic planning - DAC-DG-SAC-IE
- can also think TAGOPIE/APIE (10)
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
strategic plan vs. operational plan - what do they guide (2)
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
strategic plan vs. operational plan - what details do they outline (2)
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
strategic vs. operational plan - what is the timeline for each (2)
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)
strategic vs. operational plan - how are they used (2)
1- STRAT- Guides management to formulate operational plan
2- OP- Shouldn’t formulate without reference to strategic plan
strategic vs. operational plan - how do they change over time (2)
1- STRAT - Tends not to be significantly changed every year
2- OP- May differ from year to year significantly
strategic vs. operational plan - who is responsible to develop each (2)
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
