Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

BOC PREP > Management > Flashcards

Management Flashcards

1
Q

Leadership

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Transactional leadership

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Hawthorne effects

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Interference

A

Break up in communication process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Levels of Listening: Analytical

A

Listening for specific kinds of info

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Levels of Listening: Directed

A

Listening to answer specific questions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Levels of Listening: Attentive

A

Listening general info to obtain an overview

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Levels of Listening: Exploratory

A

Listening due to one’s own interest

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Levels of Listening: Appreciative

A

Listening to pleasure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Levels of Listening: Courteous

A

Listening as a result of feeling obligated

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Levels of Listening: Passive

A

Not listening in an attentive manner

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Vision Statement

A

Description of what the program should evenly become

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Strategic Planning

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

JCAHO

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

CARF

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

WOTS UP Analysis

A

Weaknesses, opportunities, threats, strengths in planning

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Policy

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Procedures

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Practices

A

ways in which administrative tasks are actually accomplished

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Allies
Person who exhibits a high level of support for a plan
26
Oppenents
Person who supports a particular program but disputes the implementation of a plan related to that program
27
Bedfellows
Person who exhibits support for a particular plan but who have a history of untrustworthy behavior and vacillation (talks behind your back)
28
Adversaires
Person who are unsupportive of both a program and a particular plan related to the program
29
Evaluation: Summative
evils that typically describe the effectiveness or accomplishments of a program
30
Evaluation: Formative
assessments used for program improvement purposes
31
Evaluation: Outcomes Assessment
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
CPG's
clinical practice guidelines - "systematically" developed statements that assist practitioner & pt decisions about appropriate health care for specific clinical circumstances.
33
Organizational Culture
basic values, behavioral norms, assumptions, and beliefs present in an organization
34
Collegial Culture
type of org culture characterized by consensus, teamwork, and participatory decision making
35
Personalistic Culture
type of org culture characterized by autonomy in decision making & problem solving
36
Formalistic Culture
type of org culture characterized by a clear chain of command & well-defined lines of formal authority
37
Span of control
of subordinates who report to a give supervisor
38
Organizational Structures: Function-Oriented Org
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
Organizational Structures: Service-Oriented Org
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
Organizational Structures: Matrix Org Chart
Type of chart that describes an organizational structure in terms of both function & service
41
Position Description
Formal doc. that contains info about required qualifications for, and the work content, accountability, and scope of a job
42
Job Specification
Qualifications an AT should have to fill the role
43
Person Specification
Qualities that the person must have to be successful in the role
44
Job Description
Lists of responsibilities for which the AT will be held accountable for
45
Recruitment
ATs professionals should be viewed from 2 perspectives: Long-range need for human resources within the sports med program & the immediate staffing needs
46
Validity
The employment of criteria that predict how well a candidate will perform in a role
47
Reliability
Consistency of staff selection procedures
48
Personal Deployment: Numeric Analysis
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
Personal Deployment: Process Analysis
Technique for streamlining the # & complexity of steps needed to provide a service to a costumer
50
Supervision
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
Inspection-production supervision
Emphasizes the use of formal authority & managerial prerogatives to improve employee efficiency & efficacy
52
Clinical supervision
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
Developmental supervision
Emphasizes the collaboration between supervisor and supervises to help them solve problems & develop professionally
54
Performance evaluation
Process of placing a value on the quality of an employee's work
55
Propriety standards
ensure that an AT's performance veal is useful to others who need to see it
56
Feasibility standards
foster practicality in performance evaluation
57
FAIR LABOR ACT???
We are exempt???
58
Budget: Spending-ceiling model
expenditure budgeting that requires justification only for expenses that exceeds those of the previous budget cycle
59
Budget: Spending-reduction model
Type of budget used during periods of financial retrenchment that requires reallocation of institutional funds, resulting in reduced spending levels for some programs
60
Budget: Zero-based budget
Model that requires justification for every budget line item w/o references to previous spending patterns
61
Budget: Fixed-budgeting
Expenditures & revenues are projected on a monthly basis, thereby providing an estimate of cash flow
62
Budget: Variable budgeting
method requiring adjustment of monthly expenditures so that they do not exceed revenues
63
Budget: Lump-sum budgeting
method that allocates fixed amounts of money for an entire program w/o specifying how the money will be spent
64
Budget: Line-item budgeting
Method that allocates a fixed amount of money for each sub function of a program
65
Budget: Performance budgeting
method that allocates funds for discrete activities where deemed appropriate

BOC PREP (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions