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Management of Public Health Orgs > Midterm > Flashcards

Midterm Flashcards

1
Q

What is a manager?

A

someone who supports, activates, and is responsible for the work of others

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2
Q

What are the levels of managers?

A
  1. Top 2. Middle 3. First-line
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3
Q

Describe the “upside-down pyramid” model of organizations

A

hierarchical organization that depicts customers at the top being served by workers who are supported by managers

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4
Q

What are the functions of a manager?

A
  1. Planning 2. Organizing 3. Leading 4. Controlling
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5
Q

Planning

A

setting the direction

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6
Q

Organizing

A

creating structure

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7
Q

Leading

A

inspiring effort

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8
Q

Controlling

A

ensuring results

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9
Q

What are the roles of a manager?

A

Interpersonal, Informational, Decisional

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10
Q

Describe the interpersonal role.

A

interactions with other people; figurehead; leader; liaison

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11
Q

Describe the informational role.

A

exchanging and processing information; monitor, disseminator, spokesperson

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12
Q

Describe the decisional role

A

using information to make decisions; entrepreneur, disturbance handler, resource allocator, negotiator

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13
Q

What are the skills of a manager?

A

Conceptual, human, technical

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14
Q

Describe conceptual skills

A

analytical thinking and problem solving

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15
Q

Describe human skills

A

working well with others

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16
Q

Describe technical skills

A

applying expertise to special tasks

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17
Q

True or False: lower-level managers utilize technical skills more often than top-level managers

A

True

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18
Q

True or False: top-level managers utilize human skills more often than lower-level managers

A

False, both must utilize this skill

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19
Q

True or False: top-level managers utilize conceptual skills more often than lower-level managers

A

True

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20
Q

How does the World Health Organization define “health”

A

a complete state of physical, mental, and social well-being and not merely the absence of disease or infirmity

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21
Q

What is public health?

A

an organized activity of society to promote, improve, and, when necessary, restore the health of individuals, specified groups, or the entire population

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22
Q

Health Care vs, Public Health

A

HEALTH CARE:

  • Applies what we learn from science
  • Benefits the individual patient
  • Pursues diagnosis and treatment of illness

PUBLIC HEALTH:

  • Applies what we learn from science
  • Benefits groups of people
  • Pursues promotion and protection of health and prevention of illness
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23
Q

Health Promotion

A

The policies and processes that enable people to increase control over and improve their health

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24
Q

Health Protection

A

Actions that can be taken to eliminate the risk of adverse consequences of health

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25
Q

Describe the levels of disease prevention

A
  • Primary - prevent disease from occurring
  • Secondary - Reverse disease or prevent its progression
  • Tertiary - treat disease to improve outcomes
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26
Q

What are the three areas of public health emphasis? Provide a few examples of each.

A
  • Infectious Disease control
    • sanitation - safe water, sewage disposal
    • vaccines
  • Chronic disease control
    • heart diease, cancer, stroke
    • envirtonmental, lifestyle behaviors
  • Social Issues
    • violance, substance abuse, teen pregnancy, STDs
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27
Q

What are the core public health responsibilities?

A
  1. Assessment
  2. Assurance
  3. Policy Development
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28
Q

Assessment

A

regularly and systematically collect, assemble, analyze, and make available information on the health of the community

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29
Q

Assurance

A

assuring services necessary to achieve goals are provided through other entities, regularion, or direct service provision

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30
Q

Policy Development

A

Developing public health policy based on scientific knowledge

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31
Q

What are the 10 essential public health services?

A
  1. Monitor health status
  2. Diagnose and investigate
  3. Inform, educate, and empower peopl
  4. Mobilize community partnerships
  5. Develop policies and plans
  6. Enforce laws and regulations
  7. Link people to services and assure care
  8. Assure a competetent public and personal healthcare workforce
  9. Evaluate effectiveness, accessibility, and quality of services
  10. Research
32
Q

What are the possible relationships between State and Local Health Departments?

A
  • State authority
  • Local authority
  • Shared authority
  • Mixed authority
33
Q

Describe the organizing function of management

A

creating structure; dividing work, arranging resources, coordinating activity

34
Q

To be productive. resources must be _____ and _____.

A

effective and efficient

35
Q

What does it mean to be effective

A

to do the right thing

36
Q

What doees it mean to be effiecient

A

to do something for the least resource cost

37
Q

Describe goal attainment and resource use that is effective but not efficient

A

goals achieved, but resources are wasted

38
Q

Describe goal attainment and resource use that is neither effective nor efficient

A

goals not achieved and resources are wasted

39
Q

Describe goal attainment and resource use that is effective and efficient

A

goals achieved and resources are not wasted

40
Q

Describe goal attainment and resource use that is not effective but is efficient

A

goals are not achieved, but resources are not wasted

41
Q

Public Health Finance

A

examines acquisition, utilization, and management resources and the impact of these resources

42
Q

Block Grants

A

recipients have authority over type of activities to fund within the block (e.g. MCH blocks, family planning, preventive health)

43
Q

Categorical Grants

A

fund specific diseases and conditions based on the emergence of threat

44
Q

Who oversees categorical grants?

A

Dept. of Health and Human Services

45
Q

True or false: CDC funds specific diseases included in categorical grants?

A

True (e.g. TB, HIV, chronic disease)

46
Q

What is a disadvantage of categorical grants?

A

restrictive and creates silos

47
Q

Formula Grants

A

rely on community disease incidence, prevalence, and population health figures

48
Q

What is an advantage of formula grants?

A

More flexible than categorical grants and community specific

49
Q

Why is planning important?

A

improves flexibility, improves action orientation, improves coordination, improves control

50
Q

steps in the participatory planning process

A
  1. define objectives,
  2. determine where things stand,
  3. develop premises about the future,
  4. identify action alternatives and make plans,
  5. implement plans and evaluate results
51
Q

Types of Plans

A

Long-range, short-range, tactical, operational, strategic

52
Q

Long-range plans

A

3 or more years into the future

53
Q

Short-range plans

A

1 year or less into the future

54
Q

Tactical plans

A

divisional

55
Q

Operational plans

A

standing, single use plans (e.g. emergency plans)

56
Q

Strategic plans

A

broad, visionary plan

57
Q

Planning tools and techniques

A
  • forecasting,
  • contingency planning,
  • benchmarking,
  • best practices
58
Q

Which essential public health service is met through forming teams and coalitions?

A

4: mobilize community partnerships to identify and solve health problems

59
Q

The general path of public health planning

A
  1. community health assessment
  2. community health improvement plan
  3. agency strategic plan
60
Q

Types of plans needed in public health

A
  • financial,
  • HR,
  • programs,
  • emergency,
  • training/development
61
Q

Common problems in teams (know 5)

A
  • personality conflicts,
  • individual differences in work style,
  • ambiguous agenda,
  • poor readiness for work,
  • lack of motivation,
  • conflicts with deadlines/priorities,
  • lack of team organization or progress,
  • meetings that lack purpose or structure,
  • members come to meetings unprepared
62
Q

Why are teams valuable?

A
  • more resources for problem solving,
  • creativity and innovation,
  • improved quality of decision making,
  • greater commitment to tasks
63
Q

Group/Team norms

A

behaviors expected of team members; rules or standards that guide behavior

64
Q

How can managers build team norms?

A
  • act as a positive role model,
  • reinforce desired behavior,
  • control results with performance reviews and feedback,
  • orient and train new members to adopt behaviors,
  • recruit and select new members who already exhibit behaviors,
  • hold regular meetings,
  • use team decision-making methods
65
Q

Consensus

A

General agreement of the group; does not mean unanimous agreement!

66
Q

Team Cohesiveness

A

the degree to which members are attracted to and motivated to remain a part of the team

67
Q

Strategies to increase team cohesiveness

A
  • agreement on team goals,
  • increase membership homogeneity,
  • increase interaction among members,
  • decrease team size,
  • introduce competition with other teams,
  • reward team effort,
  • provide isolation from other teams
68
Q

Groupthink

A

a tendency for highly cohesive teams to lose their evaluative capabilities

69
Q

Strategies to avoid groupthink

A
  • have members act as critical evaluators,
  • don’t appear to favor one course of action,
  • create sub-teams to work on the same problem,
  • have team members discuss issues with outsiders,
  • have outside experts observe and provide feedback,
  • assign a member to play devil’s advocate,
  • hold a second-chance meeting
70
Q

What are the local sources of funding for LHDs?

A
  • Private Foundations
  • Local Taxes
  • Service Fees
71
Q

The three major domains of human resource management

A
  • attracting
  • maintaining
  • developing
72
Q

Functions involved in attracting a quality workforce

A
  • Planning - job analysis, job descriptions and specifications
  • Recruitment - internal & external
  • Selection
73
Q

Steps in the selection process

A
  • formal application
  • interview
  • testing
  • reference checks
  • phsyical exam
  • analysus and decision
74
Q

Functions involved in developing a quality workforce

A
  • orientation
  • training & development
  • performance appraisal
75
Q

Functions involved in maintaining a quality workforce

A
  • career growth
  • pay and benefits
  • work-life balance

Management of Public Health Orgs (1 decks)

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