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HTHRHSC 5300 > Midterm 1 (CH 1, 2, 14, 9, 11, 10, 7) > Flashcards

Midterm 1 (CH 1, 2, 14, 9, 11, 10, 7) Flashcards

1
Q

What is health?

A

A state of complete physical, mental, and social well-being; not merely the absence of disease

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2
Q

What is population health?

A

The health outcomes of a group of individuals, including the distribution of outcomes within the group

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3
Q

How can health status be measured?

A

how well someone feels and functions physically, mentally, and socially

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4
Q

What are the determinants of health?

A

Genetics, healthcare, individual behavior, physical environment, and social environment

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5
Q

Do the determinants of health have an equal influence?

A

No,
But they all interact and are not independent of each other

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6
Q

What is a continuum of care?

A

a range of services needed to care for a person or population; comprehensive womb-to-tomb CoC

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7
Q

Related businesses and competitors that offer products and services similar to what your organization offers

A

Industry sector

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8
Q

Suppliers, manufacturers, and service providers, from which your org obtains needed supplies, equipment, and services

A

Raw materials sector

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9
Q

Employers, labor unions, schools, colleges, employment agencies, and labor markets, from which you obtain human resources (employees)

A

Human resources sector

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10
Q

Banks, lenders, stock markets, and investors, from which your org obtains loans, credit, and other financial resources

A

Financial resources sector

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11
Q

Actual and potential clients and users of your org’s products and services

A

Market sector

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12
Q

Science and technological methods of producing services and products

A

Technology sector

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13
Q

Levels and rates of employment, inflation, growth, investment, and other economic circumstances

A

Economic conditions sector

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14
Q

Laws, regulations, rulings, political systems, and governments at local, state, and national levels

A

Government sector

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15
Q

Natural resources, the green movement, and forces for sustainability

A

Natural sector

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16
Q

Characteristics of the society and culture (education, values, attitudes)

A

Sociocultural sector

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17
Q

Globalization, other countries and their customs, industries, businesses, and people

A

International sector

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18
Q

What are stakeholders?

A

For a designated organization, people and other organizations who have a stake (interest) in what the organization does

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19
Q

What is management?

A

the process of getting things done through and with people

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20
Q

Work smarter, not harder
-designs jobs for efficiency and production
-now called ergonomics and human engineering

A

Taylor and Scientific Management

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21
Q

An integrated set of ideas to design organizations
-way for top level managers to provide structure for their organization
-Top down

A

Fayol and Administrative Theory

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22
Q

Management based on psychology and sociology

A

Mayo and Human Relations

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23
Q

Five Management Functions:
plan, organize, staff, direct (lead), and control

A

Gulick, Urwick, and Management Functions

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24
Q

Formal, impersonal management system
-Makes organizations more predictable, efficient, and stable/less flexible, personal, innovative

A

Weber and Bureaucratic Theory

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25
Q

Open system: must understand, be open to, and interact with external environment to sustain itself

A

Open Systems Theory

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26
Q

Strive to improve efficiency and performance, views organizations as mechanistic

A

Open rational systems

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27
Q

Strive to improve worker satisfaction, view organizations as more organic

A

Open natural systems

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28
Q

Applies behavioral science to help organizations build capability to change
-tries to change whole system

A

Organization Development Theory

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29
Q

No single best way to design organizations; “best way” is contingent on factors that can vary

A

Contingency Theory

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30
Q

Three basic kinds of skills:
-Technical skills to work with things
-Humans skills to work with people
-Conceptual skills to work with ideas

A

Management Skills

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31
Q

Organizations that follow society’s institutions are viewed as appropriate and legitimate, worthy of support

A

Institutional Theory

32
Q

Managers perform ten roles that fit into three groups:
-Interpersonal, Informational, Decisional

A

Management Roles

33
Q

Lewin’s 3 Step process for small change

A
  1. Unfreeze current situation
  2. Move/change to something new
  3. Refreeze situation with change in place
34
Q

Kotter’s 8 Step approach for large change

A
  1. Establish urgency
  2. Create a guiding coalition
  3. Develop a change vision
  4. Communicate the change vision
  5. Empower broad-based action
  6. Create short-term wins
  7. Consolidate gains
  8. Anchor new way in organizational culture
35
Q

Enhances organization’s capability to acquire and develop new knowledge

A

Organizational learning

36
Q

Applies behavioral science to help organizations build capability and achieve greater effectiveness

A

Organization Development

37
Q

What is leading?

A

A process by which a person tries to influence someone else to voluntarily accomplish a task, goal, or vision

38
Q

Examined traits and characteristics of leaders

A

Traits and Skills theories

39
Q

Focuses on leaders’ behaviors
-job-centered behavior
-employee centered behavior

A

Behavior theory

40
Q

No universal one best way to lead; is contingent

A

Situational Theory

41
Q

As worker’s readiness for task increases, manager adjusts leadership style

A

Hersey Blanchard Situational Model

42
Q

Low readiness

A

high task, low relationship

43
Q

Low-moderate readiness

A

high task, high relationship

44
Q

Moderate-high readiness

A

low task, high relationship

45
Q

High readiness

A

low task, low relationship

46
Q

Assumes people dislike work, are lazy and stupid, are motivated extrinsically, lack self-discipline, want security, and do not want responsibility

A

Theory X

47
Q

Assumes people like meaningful work, are creative and capable, are motivated intrinsically, have self-control, want to contribute, and want responsibility

A

Theory Y

48
Q

Assumes workers want close, supportive working relationships

A

Theory Z

49
Q

transacts a deal with the followers

A

Transactional leader

50
Q

uses compelling vision, inspiration, charisma, intelligence, and individual attention

A

Transformational leader

51
Q

A leader serves followers to support them and help them succeed

A

Servant leadership

52
Q

Useful to form networks, integrated systems, accountable care organizations, alliances

A

Collaborative leading

53
Q

Leadership competencies: skills, knowledge, values, and traits that guide leader’s performance, behavior, interaction, decisions

A

Leadership Competency Models

54
Q

What is culture?

A

Values, norms, guiding beliefs, and understandings shared by members or an organization and taught to new members as correct

55
Q

what employees actually do based on what they observe in their organization

A

Enacted culture

56
Q

Values that the organization explicitly states on its websites, videos, on posters, and public relation speeches

A

Espoused culture

57
Q

Subcultures

A

leaders should strive for the HCO to have a strong overall culture yet also allow for some varied subcultures

58
Q

Four ethical principles that guide healthcare

A

Autonomy, Beneficence, Justice, Nonmaleficence

59
Q

Types of ethics in HCOs

A

Medical ethics, Professional ethics, Managerial ethics, Social responsibility ethics

60
Q

Sources of ethics

A

organization’s external environment, the organization, people in the organization

61
Q

Self-actualization, esteem, belongingness, safety and security, physiological survival

A

Maslow’s Hierarchy of Needs

62
Q

Existence, Relatedness, Growth

A

Alderfer’s ERG Thoery

63
Q

First reduce dissatisfaction, then increase satisfaction

A

Herzberg’s Two Factors Theory

64
Q

Increase workers’ work variety, identity, significance, autonomy, and feedback

A

Hackman and Oldham’s Job Characteristics Model

65
Q

Needs are learned and acquired; Achievement, Affiliation, Power

A

McClelland’s Acquired Needs Theory

66
Q

Based on people’s desire to be treated fairly; based on inputs vs. outputs and motivation is affected by how fair a workers feels outcomes are compared to inputs

A

Adam’s Equity Theory

67
Q

Based on work effort, performance, outcomes; Will worker’s work effort produce performance needed to obtain valued outcome?

A

Vroom’s Expectancy Theory

68
Q

Motivation from a goal increases with certain characteristics; 3 step goal-setting approach

A

Locke’s Goal-Setting Theory

69
Q

Uses stimulus, response, consequence

A

Skinner’s Reinforcement Theory

70
Q

What is politics?

A

the use of power to influence decisions

71
Q

What is power?

A

the ability to influence others to achieve outcomes

72
Q

What is staffing?

A

the process of obtaining and retaining people to fill jobs and do the work

73
Q

Seven Staffing Processes

A
  1. Planning for staff
  2. Designing jobs and work
  3. Hiring staff
  4. Developing staff
  5. Appraising performance
  6. Compensating staff
  7. Protecting staff
74
Q

Three considerations in staffing

A
  1. Diversity and inclusion
  2. Centralized, decentralized, and outsources staffing
  3. Laws and regulations
75
Q

statement that includes job title and work to do

A

Job description (aka position description)

HTHRHSC 5300 (1 decks)

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