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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
Describe the levels of disease prevention
* Primary - prevent disease from occurring * Secondary - Reverse disease or prevent its progression * Tertiary - treat disease to improve outcomes
26
What are the three areas of public health emphasis? Provide a few examples of each.
* 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
27
What are the core public health responsibilities?
1. Assessment 2. Assurance 3. Policy Development
28
Assessment
regularly and systematically collect, assemble, analyze, and make available information on the health of the community
29
Assurance
assuring services necessary to achieve goals are provided through other entities, regularion, or direct service provision
30
Policy Development
Developing public health policy based on scientific knowledge
31
What are the 10 essential public health services?
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
What are the possible relationships between State and Local Health Departments?
* State authority * Local authority * Shared authority * Mixed authority
33
Describe the organizing function of management
creating structure; dividing work, arranging resources, coordinating activity
34
To be productive. resources must be _____ and \_\_\_\_\_.
effective and efficient
35
What does it mean to be effective
to do the right thing
36
What doees it mean to be effiecient
to do something for the least resource cost
37
Describe goal attainment and resource use that is effective but not efficient
goals achieved, but resources are wasted
38
Describe goal attainment and resource use that is neither effective nor efficient
goals not achieved and resources are wasted
39
Describe goal attainment and resource use that is effective and efficient
goals achieved and resources are not wasted
40
Describe goal attainment and resource use that is not effective but is efficient
goals are not achieved, but resources are not wasted
41
Public Health Finance
examines acquisition, utilization, and management resources and the impact of these resources
42
Block Grants
recipients have authority over type of activities to fund within the block (e.g. MCH blocks, family planning, preventive health)
43
Categorical Grants
fund specific diseases and conditions based on the emergence of threat
44
Who oversees categorical grants?
Dept. of Health and Human Services
45
True or false: CDC funds specific diseases included in categorical grants?
True (e.g. TB, HIV, chronic disease)
46
What is a disadvantage of categorical grants?
restrictive and creates silos
47
Formula Grants
rely on community disease incidence, prevalence, and population health figures
48
What is an advantage of formula grants?
More flexible than categorical grants and community specific
49
Why is planning important?
improves flexibility, improves action orientation, improves coordination, improves control
50
steps in the participatory planning process
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
Types of Plans
Long-range, short-range, tactical, operational, strategic
52
Long-range plans
3 or more years into the future
53
Short-range plans
1 year or less into the future
54
Tactical plans
divisional
55
Operational plans
standing, single use plans (e.g. emergency plans)
56
Strategic plans
broad, visionary plan
57
Planning tools and techniques
* forecasting, * contingency planning, * benchmarking, * best practices
58
Which essential public health service is met through forming teams and coalitions?
#4: mobilize community partnerships to identify and solve health problems
59
The general path of public health planning
1. community health assessment 2. community health improvement plan 3. agency strategic plan
60
Types of plans needed in public health
* financial, * HR, * programs, * emergency, * training/development
61
Common problems in teams (know 5)
* 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
Why are teams valuable?
* more resources for problem solving, * creativity and innovation, * improved quality of decision making, * greater commitment to tasks
63
Group/Team norms
behaviors expected of team members; rules or standards that guide behavior
64
How can managers build team norms?
* 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
Consensus
General agreement of the group; does not mean unanimous agreement!
66
Team Cohesiveness
the degree to which members are attracted to and motivated to remain a part of the team
67
Strategies to increase team cohesiveness
* 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
Groupthink
a tendency for highly cohesive teams to lose their evaluative capabilities
69
Strategies to avoid groupthink
* 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
What are the local sources of funding for LHDs?
* Private Foundations * Local Taxes * Service Fees
71
The three major domains of human resource management
* attracting * maintaining * developing
72
Functions involved in attracting a quality workforce
* Planning - job analysis, job descriptions and specifications * Recruitment - internal & external * Selection
73
Steps in the selection process
* formal application * interview * testing * reference checks * phsyical exam * analysus and decision
74
Functions involved in developing a quality workforce
* orientation * training & development * performance appraisal
75
Functions involved in maintaining a quality workforce
* career growth * pay and benefits * work-life balance

Management of Public Health Orgs (1 decks)

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