N471 Final Exam Flashcards
Reduced uninsured, increased access to care
Focus on VALUE vs VOLUME
Patient Protection and Affordable Care Act
Group of providers working together to take care of patient groups, goal of seamless, quality care, coordination of care
Accountable Care Organizations
Focus on efficient, effective, and quality services, equals out in revenue
Everyone is responsible, unit manager considers each unit’s budget
Cost Containment
A financial plan
Must be as accurate as possible
Value is directly related to its accuracy
Budget
Mortgages, salaries
Fixed expenses
Payroll of hourly employees, cost of supplies
Variable expenses
How many people work during a shift, number of personnel employed
Controlled expenses
Emergencies, needing more staff/time, specific supplies needed to care for patients
Uncontrolled expenses
Each of an organization’s revenues, expenses, assets, and liabilities are someone’s responsibility
Leader-manager at unit level is active participant in unit budgeting
Responsibility Accounting
Assess- what are the needs
Diagnosis- what needs are priority
Plan- set time/goals
Implementation- continue to assess for change
Evaluation- review, add, remove
Steps to Budgeting
Largest expenditure in a budget
Workforce
Personnel Budget
Expenses that change- electricity, repairs, maintenance, supplies
Operating Budget
Buildings, major equipment budget
NOT USED DAILY
MORE EXPENSIVE THAN OPERATING BUDGET
Capital Budget
Predetermined payment schedule based off specific pt conditions/diagnoses
Diagnosis Related Groups
Federally funded program for seniors over age 65 or disabled
Recipient pays into the insurance plan
Medicare (MC)
MC Hospital insurance plan
Medicare A
MC outpatient care and physician services coverage
Medicare B
MC managed care plan coverage
Medicare C
MC prescription drug coverage
Medicare D
Federal/state plan to assist indigent population, disabled, long-term care
Medicaid (MA)
Regulations as to what providers/healthcare agencies can charge based on a diagnosis rather than patient-specific
Prospective Payment System (PPS)
Health program that looks at efficiency, access, and cost, primary care provider as gatekeeper
Managed Care Organization (MCO)
Communication with patients, families, colleagues, leadership
Necessary for continuity and productivity
Interpersonal communication
More complex than interpersonal communication
More communication channels
More individuals
More information
New technology
Organizational Communication
Includes values, feelings, stress levels of both sender and receiver
Internal climate
Status, power, authority of sender and receiver, timing & organizational climate
External climate
Manager makes needs/wants known to a higher level
Upward communication
Manager communicates information to colleagues under them (subordinates)
Downward communication
Manager communicates with others on same hierarchical level
Horizontal communication
Manager interacts with other managers or physicians on different hierarchical levels
Diagonal communication
Information flows quickly and haphazardly among people at all levels
Grapevine communication
Used when documentation is needed, can be formal or informal, tone can be mistaken (e.g. never use caps lock in formal written communication)
Written communication
Can be formal or informal, depends on intent, sender/receiver needs, watch body language
Face to face communication
Rapid communication, can be formal or informal
Telephone/text communication
Facial expressions, body movement, gestures, tone, emotions
Non verbal communication
Direct honest, does not infringe on rights
Assertive verbal communication
Person remains silent about issue even though they have strong feelings; “suffer in silence”
Passive verbal communication
Direct, threatening, condescending, infringes on rights
Aggressive verbal communication
An aggressive message presented in a passive way (incongruent message)
Passive aggressive verbal communication
Interprofessional communication
Standardized professional communication to provide quality patient care and reduce errors
-Situation
-Background- admitting diagnosis
mentioned here
-Assessment- where you state the
patient’s problem(s)
-Recommendation
SBAR communication
Way of establishing behaviors in groups, who are the leaders and the dependents, what behaviors are among the group. Identify rules, tasks and responsibilities
Process of the group meeting each other and interpersonal relationships forming
Forming (group communication)
Resistance is normal when forming groups. See what influences come within the group, how they resolve or rebel. How are demands of tasks resolved
COMPETITION
Storming (group communication)
Group starts to develop more efficiently, conflict resolves, cooperation develops
Conflict and resistance are overcome!
Norming
Group completes tasks, members perform their roles, problems are resolved
The work gets done!
Performing (group communication)
-The force within the individual that influences or directs behavior
-The act of stimulating someone or oneself to get a desired course of action or to push the right button to get a reaction
-The process of inducing, inspiring, and energizing people to work willingly with zeal, initiative, confidence, and an integrated manner to achieve desired goals it is a morale boosting activity
Motivation
Comes from within a person, often influenced by upbringing, family structure, culture, values, beliefs are formed at a young age, these can develop and change over time
Intrinsic motivation
Comes from outside the person, what factors motivate a person- financial, emotional, self, personal, relational, these can develop and change over time
Enhanced by job environment or external rewards
Extrinsic motivation
The cooperative working together of two or more people or organizations when combined, their effect is greater than the sum of their individual efforts
Synergy
Employee’s emotional commitment to the organization and its goals
KEY TO RETENTION
Employee engagement
Validation of work effort
Be specific
Recognition of extra effort (can be key tool in retention)
Show trust in decisions
Let employees create at work
External rewards are not always positive
Give praise during huddles
Encourage one another
Hire for the fit, not just to fill a vacancy
Positive reinforcement
