Management and Leadership Flashcards
4 Es approach
A technique for engaging subordinates in planning for change; the four Es represent engagement, empathy, education, and enlistment.
Accountability hierarchy
A reporting and communication system that links each operating unit to the governing board, usually by grouping similar centers together under middle management.
Authority worksheet
A tool used by self-directed teams to define duties, responsibilities; and authority.
Benefits of team-based care
(1) Individual team members are empowered to contribute equally to optimal outcomes for patients, (2) team members have a common goal, and (3) team members are willing to take on responsibility.
Capital expenditures committee
A committee responsible for evaluating and prioritizing requests for new equipment.
Capital request form
A form used to request capital for projects or expenditures above a certain dollar threshold; includes a description of the item requested, its cost, and its estimated life for depreciation purposes.
Centers of excellence
An organization approach that uses product lines to group patients with common conditions (e.g., cancer, cardiology disorders, orthopedic needs) in the same area so that specialists can focus on treating a common category of conditions without having to travel throughout the healthcare organization.
Change management
The management of change and development within a business; also called transformational management.
Characteristics of organizational development
(1) Focuses on people issues because people drive systems and systems affect people, (2) uses a system viewpoint, (3) emphasizes culture, (4) removes obstacles, and (5) uses methods to increase motivation.
Common cultural threads
Four sentiments shared by employees regardless of country or society: (1) a dependence on superiors, (2) a need for rules and predictability, (3) a balance between individual goals and dependence on the company, and (4) a balance between ego values and social values.
Communicating bad news
State the situation, explain how it developed, share the options considered and the conclusions reached, focus on the future, and keep communicating.
Communicating with multicultural staff
Managers may need to adjust their communication approach with staff from other cultures; for example, they may need to be less direct, change their tone and volume of voice, and ensure the staff member understands a directive.
Communication skills
A key competency of leaders to effectively translate complex issues into simple terms and to be considered trustworthy.
Contingency plan
An organized and coordinated set of steps to be taken if an emergency or disaster (e.g., fire, hurricane, flood, robbery, shooting) strikes.
Controlling
The process of checking performance against standards; may involve closed-loop feedback systems, performance metrics, benchmarking, and intangible standards.
Cultural blindness
The practice of ignoring cultural differences among employees.
Cultural competence
A set of complementary behaviors, practices, and policies that enables a system, an agency, or individuals to work and effectively serve pluralistic, multiethnic, and linguistically diverse communities.
Cultural differences
Dimensions that distinguish one country’s culture from that of another; these include (1) power distance, (2) uncertainty avoidance, (3) individualism versus collectivism, (4) masculinity versus femininity, (5) long-term versus short-term orientation, and (6) indulgence versus restraint.
Cultural diversity
A characteristic of today’s global workforce; leaders can guide a staff comprised of many ethnic backgrounds by establishing support groups, connecting a new employee with someone who is from the same culture or who speaks the same language, and educating staff about different cultures.
Decision making in different cultures
In the United States, leaders tend to make decisions quickly and then move on; in other countries, leaders may prefer to discuss options at length.
Decisional role
An area of managerial responsibility; supervisors must use information to make decisions about where resources are effectively obtained and best utilized.
Directing
A managerial function that identifies and implements practices to help the members of an organization work together; also known as influencing.
Emotional intelligence
The ability to identify, assess, and influence one’s own feelings and those of others.
Emotive leadership roles
Leadership roles that focus on the employees in a group and satisfy the individual needs of the group’s members.
Environmental assessment
A component of planning that analyzes what is happening politically, economically, socially, and technologically in the labor market and in the regulatory arena.
Four generations in the workforce
(1) Silenters (or veterans), born before 1945, who often work for one employer and in a given career for life; (2) baby boomers, born between 1946 and 1963, who have strong work ethics and are driven by goals for success; (3) generation Xers, born between 1964 and 1978, who grew up with technology and value working independently; and (4) generation Yers (or millennials), born after 1978, who value feedback and want open communication.
