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BOC PREP > Management > Flashcards

Management Flashcards

1
Q

Leadership

A

Process of influencing behavior & attitudes of others to achieve intended outcomes

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2
Q

Transactional leadership

A

Simple exchange of one thing for another in a relationship between 2 people

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3
Q

Transformational leadership

A

day-to-day administrative requirements of operating an AT program by elevating standards through the creative use of change & conflict

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4
Q

Hawthorne effects

A

Subjects change their behavior simply because they know they are being studied

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5
Q

Interference

A

Break up in communication process

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6
Q

Levels of Listening: Analytical

A

Listening for specific kinds of info

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7
Q

Levels of Listening: Directed

A

Listening to answer specific questions

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8
Q

Levels of Listening: Attentive

A

Listening general info to obtain an overview

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9
Q

Levels of Listening: Exploratory

A

Listening due to one’s own interest

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10
Q

Levels of Listening: Appreciative

A

Listening to pleasure

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11
Q

Levels of Listening: Courteous

A

Listening as a result of feeling obligated

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12
Q

Levels of Listening: Passive

A

Not listening in an attentive manner

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13
Q

Vision Statement

A

Description of what the program should evenly become

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14
Q

Mission Statement

A

Purpose that distinguishes a business from other firms of its type and identifies the scope of its operations in product & market terms

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15
Q

Strategic Planning

A

Process that identifies a course of action to be taken to bring about a further state of affairs

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16
Q

JCAHO

A

Joint Commission on Accreditation of Healthcare Organizations (Hospitals & rehab center standards for clinics)

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17
Q

CARF

A

Commission on Accreditation of Rehabilitation Facilities (Rehab center standards for clinics)

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18
Q

WOTS UP Analysis

A

Weaknesses, opportunities, threats, strengths in planning

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19
Q

Policy

A

Plan for expressing the organization’s intended behavior relative to a specific program subfunction

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20
Q

Procedures

A

Provides specific interpretations of processes for ATs & other members of the sports medicine team

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21
Q

Practices

A

ways in which administrative tasks are actually accomplished

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22
Q

PERT

A

Program evaluation and review technique
Useful tool for helping ATs develop plans for implementing programs. Also, used for evaluating actual outcomes against expected outcomes (timeline for stages of implementing a program)

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23
Q

Gannt Chart

A

Graphic planning & controlled method. It takes discrete tasks & maps them on a calendar. ATs can use it to demonstrate to their superiors the progress being made on a particular project

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24
Q

Agreement-trust matrix

A

useful for ATs as they attempt to develop ownership for their sports med program. 1st step: identify people who have influence on eventual success or failure of SM prog.

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25
Q

Allies

A

Person who exhibits a high level of support for a plan

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26
Q

Oppenents

A

Person who supports a particular program but disputes the implementation of a plan related to that program

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27
Q

Bedfellows

A

Person who exhibits support for a particular plan but who have a history of untrustworthy behavior and vacillation (talks behind your back)

28
Q

Adversaires

A

Person who are unsupportive of both a program and a particular plan related to the program

29
Q

Evaluation: Summative

A

evils that typically describe the effectiveness or accomplishments of a program

30
Q

Evaluation: Formative

A

assessments used for program improvement purposes

31
Q

Evaluation: Outcomes Assessment

A

Eval process designed to provide objective measurable evidence that the care provided by the AT was effective in improving the pt’s functional ability **Play bigger role in future

32
Q

CPG’s

A

clinical practice guidelines - “systematically” developed statements that assist practitioner & pt decisions about appropriate health care for specific clinical circumstances.

33
Q

Organizational Culture

A

basic values, behavioral norms, assumptions, and beliefs present in an organization

34
Q

Collegial Culture

A

type of org culture characterized by consensus, teamwork, and participatory decision making

35
Q

Personalistic Culture

A

type of org culture characterized by autonomy in decision making & problem solving

36
Q

Formalistic Culture

A

type of org culture characterized by a clear chain of command & well-defined lines of formal authority

37
Q

Span of control

A

of subordinates who report to a give supervisor

38
Q

Organizational Structures: Function-Oriented Org

A

Most common, supervisors specialize along the lines of expertise. Well suited for universities or clinics with large staffs, because facilitate allocation of staff members to projects for which they have specific skills. Difficult to make rapid decisions, decisions make way up chain of command. also no accountability

39
Q

Organizational Structures: Service-Oriented Org

A

Organize staff according to the services they provide (serve diverse clientele). Strict division of responsibility, more accountability & intermediate supervisors have more authority, quick decision making

40
Q

Organizational Structures: Matrix Org Chart

A

Type of chart that describes an organizational structure in terms of both function & service

41
Q

Position Description

A

Formal doc. that contains info about required qualifications for, and the work content, accountability, and scope of a job

42
Q

Job Specification

A

Qualifications an AT should have to fill the role

43
Q

Person Specification

A

Qualities that the person must have to be successful in the role

44
Q

Job Description

A

Lists of responsibilities for which the AT will be held accountable for

45
Q

Recruitment

A

ATs professionals should be viewed from 2 perspectives: Long-range need for human resources within the sports med program & the immediate staffing needs

46
Q

Validity

A

The employment of criteria that predict how well a candidate will perform in a role

47
Q

Reliability

A

Consistency of staff selection procedures

48
Q

Personal Deployment: Numeric Analysis

A

Process of determining a staff member’s workload by calculating & comparing the amount of time a person spends on certain tasks with the output that result from these tasks

49
Q

Personal Deployment: Process Analysis

A

Technique for streamlining the # & complexity of steps needed to provide a service to a costumer

50
Q

Supervision

A

Process whereby authority hollers observe the work activities of an employee to improve the outcomes of the employee’s work or the professional development of the employee

51
Q

Inspection-production supervision

A

Emphasizes the use of formal authority & managerial prerogatives to improve employee efficiency & efficacy

52
Q

Clinical supervision

A

Direct observation of an employee’s work, with emphasis on measurement of specific behaviors, and the subsequent development of plans to remediate deficiencies in performance

53
Q

Developmental supervision

A

Emphasizes the collaboration between supervisor and supervises to help them solve problems & develop professionally

54
Q

Performance evaluation

A

Process of placing a value on the quality of an employee’s work

55
Q

Propriety standards

A

ensure that an AT’s performance veal is useful to others who need to see it

56
Q

Feasibility standards

A

foster practicality in performance evaluation

57
Q

FAIR LABOR ACT???

A

We are exempt???

58
Q

Budget: Spending-ceiling model

A

expenditure budgeting that requires justification only for expenses that exceeds those of the previous budget cycle

59
Q

Budget: Spending-reduction model

A

Type of budget used during periods of financial retrenchment that requires reallocation of institutional funds, resulting in reduced spending levels for some programs

60
Q

Budget: Zero-based budget

A

Model that requires justification for every budget line item w/o references to previous spending patterns

61
Q

Budget: Fixed-budgeting

A

Expenditures & revenues are projected on a monthly basis, thereby providing an estimate of cash flow

62
Q

Budget: Variable budgeting

A

method requiring adjustment of monthly expenditures so that they do not exceed revenues

63
Q

Budget: Lump-sum budgeting

A

method that allocates fixed amounts of money for an entire program w/o specifying how the money will be spent

64
Q

Budget: Line-item budgeting

A

Method that allocates a fixed amount of money for each sub function of a program

65
Q

Budget: Performance budgeting

A

method that allocates funds for discrete activities where deemed appropriate

BOC PREP (3 decks)

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