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Unit 16 > Management > Flashcards

Management Flashcards

1
Q

Results of an organization show on the outsdie as what?

A

a satisfied customer

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2
Q

what is a managements task?

A

make sure strengths are effective and weaknesses are irrelevant

exemplify organizations objectives, values and goals so people are committed to them

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3
Q

opposite of human relations model

A

rational goal model

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4
Q

opposite of rational goal model

A

human relations model

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5
Q

opposite of internal process model

A

open systems model

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6
Q

opposite of open systems model

A

internal process model

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7
Q

what is thhuman relations model general idea

A

people&raquo_space;» product: if they’re happy they will produce more

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8
Q

focus of rational goal model is what?

A

achieving goals; make sure employees are meeting targets/quotas

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9
Q

internal process model encourages what kind of practice?

A

predictability

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10
Q

Internal process emphasizes what when it comes to workplace ediquette

A

policies and guidlines

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11
Q

Open systems model encourages what in practice?

A

innovation and entreprenerialism

and collaboration among different departments

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12
Q

internal process vs. open systems model

A

internal process: policies and procedures, predictability and continuity of practice

open systems model: innovation, entrepreneurialism, collaboration among different departments

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13
Q

give the four variables of the circle that don’t actually correlate to the type of managers she was talking about previously

A

flexible vs. focused

internal vs. external

collaborate, create, control, compete

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14
Q

Scientific management theory what is the key to motivation?

A

money (Friedrich Taylor)

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15
Q

Systems management theory’s ide is what?

A

businesses consist of different systems that should work together harmoniously

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16
Q

heory X and Y looked at ____ vs. _____

A

authoritarian vs. participative management (Douglas McGregor

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17
Q

Contingency management Teory stated what?

A

no one management theory suits an organization (Fred Fiedler)

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18
Q

65% of management is about what? 10% of about what? and what is the rest?

A

65% is about PEOPLE

10% is about FINANCES

the rest of the time is special projects

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19
Q

what are the six things research shows are the knowledge and skills required of mid-level managers (these do a lot of people management where as higher level managers have more strategy involved.

A 
integrity 
trust 
empowerment 
delegation 
consistency in decisions 
mentorship
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20
Q

function within an organization that focuses on the recruitment and management of people is what?

A

human resources management

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21
Q

hiring and firing is what kind of management?

A

human resource management (HRM)

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22
Q

what does the process of hiring start with a need for?

A

need for a FTE (full time employee, 40 hrs a week)

23
Q

what are two reasons there may be a need for a FTE

A

shift in demand, shift in supply

24
Q

how many hours are available for a FTE in a year?

A

2,080 hours

25
Q

I FTE can represent what three things

A 
1 FTE
2 PT (50% each) 
4 PT (25% each)
26
Q

2,080 represents paid hours available in the year? or worked hours?

A

paid hours available in the year. Worked hours will be less than this (vacation, holidays, persona hours)

27
Q

From worked hours how do you break this down further?

A

productive hours (6/8 hours of the day generally)

28
Q

If a non productive employee leaves what does this mean for staffing?

A

probably less of a need for a FTE brought on for hiring cause the person who left wasn’t doing much anyway.

29
Q

productivity is determined by relating the cost of _______ ____ to the value of ______ _____

A

productivity is determined by relating the cost of RESOURCES USED to the value of OUTCOME PRODUCED

30
Q

input expense is also called what?

A

cost of resources used

this is used when determining productivity

31
Q

output price is also called what?

A

value of outcome produced

this is used when determining productivity

32
Q

The cost of human resources can be reduced if employee productivity is increased or decreased?

A

INCREASED!

33
Q

the goal of HRM is to what?

A

maximize the productivity of human resources while keeping quality of care

34
Q

in terms of productivity the manager must deal with what two things?

A

make sure the demands of the organization are met so you don’t go under, and that the needs of the workers are met basically that you’re paying them.

35
Q

productivity = ________/_______ x 100

A

productivity = total billed hours divided by total worked hours x100

36
Q

In words productivity =

A

productive hours worked each day (mostly inpatient)

OR 
total RVU (relative value unit) minutes worked each day (this is more common in OP or homecare)
37
Q

RVU is what

A

relative value unit

38
Q

does documentation hours count as billing hours?

A

no!

39
Q

how is most productivity standards viewed regardless of setting?

A

BTU: billed treatment units

40
Q

FLSA stands for what?

A

Fair labor standards act

41
Q

Excempt status of the FLSA includes what

A

salaried basis no less than 455$ a week

42
Q

minimum nad maximum allowable pay rate for a given job is called what?

A

pay range:

The pay range is based on job duties, minimum requirements, going market rates, and equity in relationship to other positions within the organization.

43
Q

Across all income levels the top predicot of workplace satisfaction is NOT what?

What is?

A

pay! This is actually seen as one of the least important factors.

culture and values of the organization, leadership team (a lot of people leave from bad managers), career opportunities.

44
Q

Do you want to be general or specific in your interviews?

A

specific! Don’t give generic answers (people person, treat pts with respect, make sure you can back this up with an example)

45
Q

you want employee turnover to be less than what %?

A

less than 20%! It costs a ton of money to recruit

46
Q

maslows meets onboarding: 5 layers from bottom to top

A

physiology: where is equipment, layout

Safety: policies procedures

belonging: unwritten rules

Esteem: expectations what’s rewarded

Growth: career aspirations

47
Q

Coaching vs. couseling as far as retention

A

coaching: you’re getting better
counseling: you’re getting kicked out of you don’t meet expectations

48
Q

Coaching or counseling: development through training, environment or enhancing performance?

A

coaching

49
Q

Coaching or counseling? consequences will need to be a direct result?

A

counseling

50
Q

believing organization has the right purpose

know their job is worthwhile

want to make a difference

thesee are all what?

A

three things employees in healthcare want out of their job; these are their motivations!

51
Q

what action is incredibly important for a manager to do daily!

A

rounding

  • personal connection
  • what are we doing well
  • are there individuals I should be recognizing
  • is there anything we can be doing better
  • do you have the tools and equipment necessary to do your job
52
Q

what is one of the huge things you have to do with coaching?

A

find out the WHY behind their behavior!

53
Q

what are the three common causes of performance problems?

A

employee ability
inadequate support
inadequate effort

Think skill vs. will; will will not change but skill can

54
Q

Four steps to termination in order

A

1) verbal warning
2) written warning
3) suspension
4) termination

Unit 16 (8 decks)

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