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Management > Lecture Notes > Flashcards

Lecture Notes Flashcards

0
Q

Internal domain

A

The areas of focus that managers need to address on a daily basis, such as ensuring the appropriate number and types of staff, financial performance, and quality care.

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1
Q

External domains

A

The influences, resources, and activities that exist outside the boundary of the organization, but affect the organization

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2
Q

6 functions of management

A 
Planning
Organizing
Staffing
Controlling
Directing
Decision making
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3
Q

Planning

A

Set direction and determine what needs to be accomplished. Set priorities

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4
Q

Organizing

A

Overall design of the organization: designating reporting relationships, determining positions, teamwork assignments and distribution of authority and responsibility

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5
Q

Staffing

A

Acquiring and retaining human resources. Developing and maintaining the workforce

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6
Q

Controlling

A

Monitoring staff activities and performance and taking corrective actions

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7
Q

Directing

A

Initiating acting action in the organization through effective leadership and motivation of subordinates

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8
Q

Decision making

A

Making effective decisions based on considerations of benefits and drawbacks of alternatives

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9
Q

3 compitencies

A

Conceptual skills
Technical skills
Interpersonal skills

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10
Q

Conceptual skills

A

Those skills that involve the ability to critically analyze and solve comes problems

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11
Q

Technical skills

A

Those skills that reflect expertise or ability to perform a specific work task

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12
Q

Interpersonal skills

A

Enable manager to communicate with and work well with other individuals, regardless of whether they are peers, supervisors, or subordinates

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13
Q

Stakeholders

A

Includes insurers, state and federal governments, and consumer advocacy groups. Anyone who has in interest in the performance of the organization

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14
Q

Leadership domains

A

Functional and technical
Self development and understanding
Interpersonal
Organizational

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15
Q

Emotional intelligence

A

There are certain skills (intra/interpersonal) that a person needs to be well adjusted in today’s world. Needs for self awareness, self-regulation, motivation, empathy, and social skills. Suggests a more caring, confident, and enthusiastic boss can establish good relations with workers

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16
Q

Authentic leadership

A

People will want to naturally associate with someone who is following their internal compass.

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17
Q

Inspirational leadership

A

Focus on leaders who inspire by giving people what they need. Supports the concept of ‘tough empathy’. Managers care passionately about their employees and work but are prudent in what they provide in the way of support

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18
Q

Servant leadership

A

Acknowledges that a healthcare leader is largely motivated by a desire to serve others, everyone contributes to a greater whole.

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19
Q

Spirituality leadership

A

Emphasizes ethics, values, relationship skills, and promotion of balance between work and self. Leader created a positive working environment that supports individuals finding meaning in what they do.

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20
Q

Coercive leadership style

A

Only to be used with a very problematic subordinate or an an emergency situation

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21
Q

Participative leadership style

A

Leader asks managers for their input and gives them a voice in making decisions; lets them know they are respected and valued

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22
Q

Pacesetting leadership style

A

The leader sets high performance standards for his or her followers. Good for situations where employees are self motivated and highly competent

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23
Q

Coaching leadership style

A

Focused on the personal development of his or her followers rather than tasks. Recommended for top, competent, trusted followers in the organization

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24
Q

Barriers to leadership

A

Laws and regulations
Physicians
New technology
Culture of safety

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25
Q

Maslow’s hierarchy of needs

A 
Physiological
Safely
Belonging
Esteem
Self-actualization
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26
Q

characteristics of engaged healthcare employees

A 
More productivity
More focus on patient care and treatment
Safer
Loyal to their employers
Model positive behaviors of engagement 
Greater profitability for a provider
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27
Q

Alderfer’s 3 factor ERG theory

A

Existence
Relatedness
Growth & development

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28
Q

Herzberg’s 2-factor theory

A

Hygienes (lower level motivators)

Motivators (higher level factory such as achievement)

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29
Q

McClelland’s acquired needs theory

A

Achievement
Affiliation
Power

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30
Q

Skinners reinforcement theory

A

Extrinsic

Positive reinforcement, avoidance learning, punishment and extinction

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31
Q

Adams equity theory

A

Intrinsic

Individuals are motivated when they perceived that they are treated equitably in comparison to others in the organization

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32
Q

Vroom’s expectancy theory

A

Intrinsic

Expectations of the individual and how they are motivated by performance and the expected outcomes of their own behavior

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33
Q

Locke’s goal setting theory

A

Intrinsic

By establishing goals, individuals are motivated to take action to achieve those goals

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34
Q

Taylor’s Scientific Management

A

focuses on efficiency; rewards employees for productivity and hard work. Assumes that employees are continually able to work harder and will do so to earn higher pay

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35
Q

McGregor’s Theory X

A

managers view employees as unmotivated and disliking work; manager’s role is to direct and control employees

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36
Q

McGregor’s Theory Y

A

managers focus on higher level motivators and work to assist employees in achieving higher levels such as achievement, recognition for achievement, the work itself, responsibility, , and growth and advancement

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37
Q

Ouchi’s Theory Z

A

states that employees who are involved in and committed to an organization will be motivated to increase productivity. The rewards are long term employment, promotion from within, participatory management, and other techniques to engage and motivate

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38
Q

Integrative Model of Motivation

A

most managers draw upon on a combination of needs, extrinsic factors, and intrinsic factors to help motivate employees; also to help employees meet their own personal needs and goals an ultimately to achieve effectiveness and balance within an organization.

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39
Q

Assumptions

A

fundamental premises believed true

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40
Q

Perceptions

A

what is noticed; to what attention is paid

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41
Q

Cognitive Biases

A

mental processing that simplifies handling information and that can compromise decision quality

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42
Q

Hueristics

A

simplify the decision making process and lead to biases

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43
Q

Self-fulfilling prophecy

A

expectations about another’s behavior that can elicit the expected behavior

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44
Q

Expectancy Theory

A

managers affect employee motivation when they influence employee expectations about ability to accomplish a task and expectations of reward

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45
Q

Attributions

A

imputing the likely cause of another’s behavior

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46
Q

Attribution Theory

A

explaining another’s behavior by presuming it is caused either by a person’s disposition or by the situation

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47
Q

Mental Models

A

beliefs about how things work

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48
Q

Sense Making

A

process in which organization members interpret the meaning of ambiguous situations. How employees arrive at a shared interpretation of a complex or ambiguous situation

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49
Q

Strategic Planning

A

The process of identifying a desired future state of an organization and a means to achieve it

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50
Q

Four P’s of strategic planning

A

Promotion
Product
Price
Place

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51
Q

SWOt meaning

A

Strengths
Weaknesses
Opportunities
Threats

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52
Q

Mission

A

is the organization’s is its permanent statement of purpose

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53
Q

Vision

A

statement strives to identify a specific future state of the organization

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54
Q

Values

A

define the practice culture. What characteristics it wants employees to convey to the customers

55
Q

Marketing

A

The activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.

56
Q

Social Marketing

A

The application of commercial marketing principles and techniques to influence behavioral change, of a specific target audience, in order to promote public health for the benefit of society as a whole.

57
Q

Cause related marketing

A

Links a for-profit company and its offerings to a social issue, with the goal of building brand equity and increasing profits

58
Q

Segmentation

A

Refers to the process of dividing the total market into groups or segments that have relatively similar needs for products and services

59
Q

Targeting

A

concentration or multi-segment

60
Q

Positioning

A

the various techniques used by healthcare organizations and providers to position to brand image and offerings in the mind of the target market

61
Q

Quality

A

degree to which health services for individuals or populations increase the likelihood of desired health outcomes and are consistent with the current professional knowledge

62
Q

Components of Donabedian definitions of quality

A

Technical management of health and illness

Interpersonal relationships; clients and providers

Amenities of care; the patient’s interest in individual well being

Ethical principles guiding care

63
Q

Two quality questions

A

Are the right things done (effectiveness)

Are things done right (efficiency)

64
Q

underuse

A

failure to provide a service whose benefit is greater than its risk

65
Q

overuse

A

use of service when risk/cost outweighs its benefits

66
Q

misuse

A

risk service is provided badly reducing benefit to patient

67
Q

Baldridge award criteria

A 
Strategic framework
Structure
Process
Outcomes
Supported by measurement, analysis, and knowledge management
68
Q

CQI five dimensions

A 
Process focus
Customer focus
Data-based decision making
Employee empowerment
Organization-wide scope
69
Q

FOCUS meaning

A

Find - identify process problem
Organize - put together a team to work on process
Clarify - use techniques to clarify the problem
Understand - measure and collect data to
Select - identify process improvements for implementation

70
Q

PDCA meaning

A

Plan – create an implementation plan for taking the process to the next level
Do – implement and test the new process
Check – evaluate the measures used and assess outcomes
Act – assure continuation of newly implemented process, if successful ,or redo the process, if not successful

71
Q

Six Sigma DMAIC meaning

A

Define –delimit scope of work and time frames for completion
Measure – create and apply measures and metrics
Analyze – assess and flowchart the process
Improve – specify the steps to be taken to meet goals
Control – assure permanence of the improvements

72
Q

What is EMRAM

A

model to gauge hospital EMR adoption

73
Q

What should you know before you enter the patient room

A 
Patient Name
Patient Diagnosis
Patient Prescription
Physician Name
Insurance Source
74
Q

Domains of Practice Analysis

A 
Patient Assessment
Formulation of the treatment plan
Implementation of plan
Follow-up to plan
Practice Management
Promotion of competency and enhancement of professional practice
75
Q

Benefits of effective teams

A

Improve coordination and quality of care
Use of health care services more efficiently
Increase job satisfaction among team members
Increase patient satisfaction
Increase productivity

76
Q

Costs of Teamwork

A

Meeting time, place to meet and food and coffee
Opportunity costs
Perceived loss of autonomy
Risk-taking associated with letting go of one’s turf
Resistance to organizational change

77
Q

Tuckman’s Stages

A

Forming
Storming
Performing
Adjourning

78
Q

Three components in clinical decision making

A

Scientific Evidence
Practitioner Experience
Patient Values

79
Q

Cost-consequence

A

descriptive profile of the costs and outcomes (impact on health and economics) of one or more interventions

80
Q

Cost-minimization

A

identifies the least costly alternative for services that result in equivalent outcomes

81
Q

cost-effectiveness

A

describes and compares the relative costs and outcomes of two or more interventions that result in the same type of outcome

82
Q

cost-utility

A

describes and compares the relative costs and outcomes of two or more interventions in which the outcomes of interest include health status and the value of the status to the individual

83
Q

cost-benefit

A

describes and compares the relative costs and outcomes of two or more interventions in which both the costs and outcome can be measured in monetary values

84
Q

Moral model

A

contends that disability was a direct result of past and/or current sin and shame

85
Q

Medical model

A

measures disability in terms of mortality and morbidity. Trying to fix and individual.

86
Q

Pathology

A

the underlying pathological state that interferes with normal bodily functions or structure

87
Q

Impairments

A

any loss or abnormalcy of psychological, physiological, or anatomical structure or function.

88
Q

Functional limitations

A

the functional consequences of the pathology

89
Q

Disability

A

any restriction or lack (resulting from impairment) to perform an activity in the manner or within the range considered normal for a human being

90
Q

Handicap

A

A disadvantage that limits or prevents fulfillment of a normal role

91
Q

4 constructs of disablement according to ICF

A

Body functions and structures
Activities and participation
Environmental factors
Personal factors

92
Q

Factors in health disparities

A 
Access to health insurance
Genetics and biology
Socioeconomic factors
Living and working conditions
Patient's beliefs
Patient't adherence to preventative and therapeutic measures
93
Q

Race

A

Physical appearance

Shared genealogy due to geographical isolation

94
Q

Ethnicity

A

Relates to cultural factors including nationality, culture, language and beliefs

95
Q

Cultural Proficiency

A

The ability and willingness to respond respectfully and effectively to people of all cultures, classes, races, ages, ethnic backgrounds, and religions in a manner that values all

96
Q

Benefits of cultural proficiency

A

Good business practice
Good workforce management
Ethical and moral imperative

97
Q

Amputee coalition mission

A

to reach out to and empower people affected by limb loss to achieve their full potential through education, support and advocacy, and to promote limb loss prevention.

98
Q

Amputee coalition AIMS

A

Awareness
Impact
Member Services
Sustainability

99
Q

AC - Awareness

A

The vast majority of those affected by limb loss will know of the Amputee Coalition and understand the value of being a part of the Amputee Coalition community.

100
Q

AC - Impact

A

Amputee Coalition-led collaborations, programs, relationship-building and strategic alliances will create changes in healthcare delivery that ensure all amputee patients and their families in the U.S. have access to and receive quality care, support and information for both pre- and post-limb loss.

101
Q

AC - Member Services

A

The Amputee Coalition will provide meaningful services and programs.

102
Q

AC - Sustainability

A

Amputee Coalition-led collaborations and strategic alliances will increase funding for the full spectrum of our services

103
Q

Sources of ethics

A

Personal
Organizational
Theoretical
Bioethical

104
Q

Respect for persons

A

The right for individuals to make informed decisions when they are competent, or to have respectful guardianship when they cannot self determine their care.

105
Q

Beneficence

A

requires doing the best one can for the recipient of one’s services; stems from Hippocratic tradition/oath.

106
Q

Nonmaleficence

A

the parallel concept; “do no harm”, or at least “don’t make it worse”.

107
Q

Justice

A

tied to ethical philosophy and implies fairness

108
Q

Criminal Law

A

a wrong against society as a whole, even if a particular individual is harmed

109
Q

Civil Law

A

wrongs against a particular person or organization, either by contract violations or by wrongful acts (torts)

110
Q

Types of torts

A

Negligence
Intentional
Infliction of mental distress

111
Q

4 element of negligence

A
  • a duty toward the harmed party
  • breach of duty
  • injury or damages
  • causation (breach of duty has to be directly connected to the harm that occurred
112
Q

Patient Responsibilities

A
  • ask questions of providers
  • provide accurate info
  • follow the care plan the agreed to
113
Q

Patient rights

A
  • self-determination
  • expect confidentiality
  • informed consent or competent surrogate
  • right to refuse care
  • emergency treatment
114
Q

What is included in an EMR

A

Clinical data
Clinical decision support
Physician order entry
Clinical documentation

115
Q

EMRAM

A

Electronic Medical Record Analytical Model

gauges hospital EMR adoption

116
Q

O and P uses of EMR

A

Patient intake forms
Patient records
Ordering
Materials management

117
Q

Challenges to EMR adoption

A

-high cost of system
slow development of data standards
-user unfriendliness of systems
-patient privacy (lack of trust by patient that info is secure)

118
Q

Reasons medical records may be disclosed

A

Treatment
Payment
Healthcare operations

119
Q

Parts of Medicare

A

A - hospital insurance
B - medical insurance
C - medicare HMO
D - Rx drug benefit

120
Q

Medicare Assignment

A

Supplier agrees to accept the Medicare fee for that procedure as payment in full except for the applicable 20% co-payment and any unmet deductible.

121
Q

Participating supplier

A

Must accept assignment for all covered medicare services

122
Q

Non-participating

A

can decide whether to accept assignment on a claim by claim basis

123
Q

Retrospective reimbursement

A

determined AFTER service delivery

  • charges
  • charges minus a discount
  • cost plus
124
Q

Prospective reimbursement

A

determined BEFORE service delivery

  • per diem
  • per diagnosis
  • capitation (per member per month)
125
Q

Reasons to do cost accounting

A
  • estimate and manage costs
  • set charges and analyze profits
  • make decisions regarding adding, enhancing, or eliminating services
  • provide methods for classifying, allocating, and determining product costs
126
Q

Direct costs

A

components
outside/inside fab
materials

127
Q

Indirect costs

A

% of fixed salary
rent
depreciation
utilities

128
Q

HR domains

A

Workforce planning/recruitment

Employee retention

129
Q

HR functions within workforce planning/recruitment

A
  • Job analysis
  • Workforce Planning
  • Establishing job descriptions
  • Recruitment
  • Interviewing, selection, negotiation and hiring
  • Orientation
130
Q

HR functions within employee retention

A
  • employee relations and engagement
  • training and development
  • compensation and benefits
  • employee assistance program
  • assessing performance
  • leadership development
  • employee suggestion program
131
Q

Two types of compensation

A

base pay - tied to knowledge skill and experience

incentive compensation - designed to improve organizational performance

132
Q

Major types of benefits

A
  • sick leave
  • vacation
  • holidays
  • health insurance
  • life insurance
  • retirement plan
  • flexible spending accounts
133
Q

Job satisfaction

A

The pleasurable of positive emotional state resulting from the appraisal of one’s job or job experiences

134
Q

Job burnout

A

A prolonged response to chronic emotional and interpersonal stressors on the job

135
Q

Qualities to assess when judge environmental burnout

A
  • job autonomy, variety, and significance
  • fairness of pay and benefits
  • opportunities for promotion and advancement
  • relationships with supervisors
  • relationships with coworkers

Management (3 decks)

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