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Med Assist > Operations Management > Flashcards

Operations Management Flashcards

0
Q

Management & Supervision- Management

A

Management:

- the process if developing, implementing, and achieving organizational a objectives.

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1
Q

NPI

A

National Provider Identification

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2
Q

Management- Adminsitration

A

Administration:

- The process of managing non-human resources to achieve organizational objects.

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3
Q

Management- Leadership

A

Leadership:

- The process of managing human resources to achieve organizational objects.

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4
Q

Chain of authority

A

Chain of authority:

- There should be a clear line of authority within the clinic by which reporting to more than one supervisors.

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5
Q

Effectiveness versus efficiency

A
  • Effectiveness: describes achieving goals and objectives in a timely fashion. “Doing the right things”.
  • Efficiency: describes achieving goals and objectives using the least amount of resources possible. “Doing things right”.
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6
Q

Management process

A
  • Planning
  • Organizing
  • Directing
  • Controlling
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7
Q

Management process- Planning

A

Planning:

- Developing a department’s or organization’s goals or objectives.

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8
Q

Management process- Organizing

A

Organizing:
- Assembling and coordinating the necessary human, physical, and capital resources necessary to carry out the objectives of an organization.

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9
Q

Management process- Directing

A

Directing:

- Supervising the use of resources to achieve organizational objectives.

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10
Q

Management process- Controlling

A

Controlling:
- Comparing actual results with planned results, and making the necessary adjustments to achieve organizational objectives.

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11
Q

Supervision- Leadership

A
  • The process of working with and through people to achieve organizational objectives.
  • Leadership comprises two types of behavior:
    1. Task behavior
    2. Relationship behavior
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12
Q

Supervision- Leadership: “Task behavior”

A

Task behavior:
- The extent to which the leader tells the employee what, how, when, where, and who is to perform the specific task.

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13
Q

Supervision- Leadership: “Relationship behavior”

A

Relationship behavior:

- The extent to which the leader engages in listening, communicating, facilitating, and supportive behaviors.

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14
Q

Supervision- Ability is a function of

A
  1. Knowledge: The employee understands the task to be performed.
  2. Experience: The employee has experience carrying out the task or related tasks.
  3. Performance: The employee has demonstrated skill in successfully completing the same or similar tasks.
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15
Q

Supervision- Willingness is a function of

A
  1. Confidence: Employees feel they can perform tasks.
  2. Commitment: Employees feel they will perform tasks.
  3. Motivation: Employees feel they want to perform tasks.
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16
Q

Supervision- Readiness levels (R1 to R4)

A
  • R1: Unable and unwilling
  • R2: Unable but willing
  • R3: Able but unwilling
  • R4: Able and willing
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17
Q

Leadership style-

A
  • Telling
  • Selling
  • Participating
  • Delegating
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18
Q

Leadership style- Telling

A
  • Supervisor makes decisions providing specific instructions and closely supervises performance. High task and low relationship behavior. Most appropriate for employees having low ability and willingness (R1).
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19
Q

Leadership style- Selling

A

Supervisor makes and explains decisions and provides opportunity for clarification. High task and relationship behavior. Most appropriate for employees with ability and willingness (R2).

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20
Q

Leadership style- Participating

A

Supervisors shares ideas and facilitates decision making. Low task and high relationship behavior. Most appropriate for employees with a fair amount of ability and low willingness.

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21
Q

Leadership style- Delegating

A

Supervisor turns over responsibility for making and implementing decisions. Low task and relationship behavior. Most appropriate for employees with high ability and willingness.

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22
Q

Teamwork

A

Consist of two or more people working together to achieve a goal.

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23
Q

Team player

A

One who subordinates personal aspirations and works in a coordinated effort with other members of a group, or team, in striving for a common goal.

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24
Q

Brainstorming

A

Brainstorming:

- A non judgmental for of idea generation, sifting, and selection.

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25
Q

Values that support trust within a team

A
  • Avoid looking good at another expense.

- Demonstrate respect for facts, data, and objective analysis.

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26
Q

Hiring process

A
  • Recruiting
  • Interviewing
  • Checking references
  • Candidate selection
  • Employment offer
  • Post offer negotiation
  • Acceptance/rejection
27
Q

Hiring process- Recruiting

A

Recruiting:
- When a position becomes available, potential internal and external candidates are notified through company postings and advertisements.

28
Q

Hiring process- Interviewing

A

Interviewing:

 - Meeting with selected candidates to exchange employment information. 
 - Gather pertinent information about the applicant by facilitating the candidate's willingness to talk.
29
Q

Hiring process- Checking references

A

Checking references:

- Calling references to verify employment and other job information as appropriate.

30
Q

Hiring process- Employment offer

A

Employment offer:

- Offering the job to the selected candidates to include compensation and benefits.

31
Q

Hiring process- Post-offer negotiation

A

Post-offer negotiation:

- Negotiating terms of employment not acceptable at the initial offer.

32
Q

Hiring process- Acceptance/rejection

A

Acceptance/rejection:

- If the offer is not accepted, another candidate is offere3d the position or the process begins again.

33
Q

Recruitment

A

Recruitment:

- Job duties versus the applicant's training and experience.
 - Employee characteristics being sought.
 - Compensation and benefit requirements. 
 - Availability
34
Q

Orientation and training

A

To make smooth transition from candidate to employee status.

- Imparting the philosophy, vision, and mission of the organization.

35
Q

Performance appraisal

A

Performance appraisal:
- Should be an objective assessment regarding an employee’s quality and quantity of work, dependability, efficiency, teamwork, attitude and appearance.

36
Q

Employee due process

A

Employees have the rights.

- To know what is expected of them and the consequences for not meeting expectations.

37
Q

Professional development

A

Professional development:
- As an employer you should encourage and help subsidize activities that promote professional development among your employees.

38
Q

Policies and procedures

A

Policies and procedures:

- Identifies what is expected and how to handle specific circumstances.

39
Q

Risk management

A

The process of planning, organizing, directing, and controlling organizational activities to economically minimize the adverse effects of accidental losses.

40
Q

Risk management- Quality assurance

A
  • The Joint Commission, formerly JCAHO required operational linkages between risk management (RM) and quality assurance (QA).
  • QA measures ensure that patients receive safe, appropriate care leading to the most successful outcomes possible.
  • Prevention of patient injuries is the greatest interaction between RM and QA.
41
Q

Risk concept

A
  • Risk: The probability of an adverse outcome that leads to a loss.
  • Risk management: the process of identifying, analyzing, and neutralizing factors potentially resulting in financial loss to the practice, thereby improving quality of care.
42
Q

Types of risks

A
  • Speculative risk: Probability of gain and loss that is intended to provide patient benefits.
  • Pure risk: Probability of loss only–primary focus of RM (e.g., hazardous practices.)
43
Q

Potential compensable event (PCE)

A

Any event that may result in compensation to another party. Often described as a complaint, incident, or occurrence.

44
Q

Risk identification

A

Risk identification: Discover potential areas of risks.

45
Q

Risk management process- Chart reviews

A

Evaluating a department’s standard for documentation. Observing for key indicators.

46
Q

Risk management process- Inspection of patient care areas.

A

Observe for safety hazards, noncompliance, and monitoring of patients.

47
Q

Risk management process- Provider interviews

A

Heightens awareness of RM and assessing standard care.

48
Q

Risk assessment

A
  • How often has the even occurred?
  • Are there any patterns of relationships that appear to be common?
  • Severity: What is the potential level of financial loss?
  • Highly frequent or severe events should take priority
49
Q

Risk control- Four strategies

A
  1. Risk elimination
  2. Risk avoidance
  3. Risk retention
  4. Risk transfer
50
Q

Risk control- Risk elimination

A

Risk elimination:

- Discontinue services creating the risk (e.g., high frequency/high-severity losses).

51
Q

Risk control- Risk avoidance

A

Risk avoidance:

- Change factors creating the risk (e.g., behavior, facilities, policies, etc).

52
Q

Risk control- Risk retention

A

Risk retention:

- Endure low frequency/low severity losses (e.g., lost patient property).

53
Q

Risk control- Risk transfer

A

Risk transfer:

 - Insure against low frequency/high severity losses (e.g., fire, malpractice). 
 - Risks that are not eliminated or avoided are retained and financed if possible. Financing involves transferring the risk for financial loss to an insurance carrier.
54
Q

Common control methods

A
  • Staff education
  • Patient education
  • Patient representative: Valuable resource to address patient complaints, concerns, and suggestions.
55
Q

Claims management

A

Clams management: Early identification, investigation, and resolutions of PCEs.

 - Incident: Adverse outcome with no loss potential.
 - Investigation incident: Some loss potential.
 - Potential claim: Definite loss potential--investigation warranted.
 - Claim: Written demand for compensation--potential lawsuit. 
 - Suit: Legal remediation
56
Q

Establish claims file

A

Prepared when there is a possibility of loss, liability, or exposure.

57
Q

Claims made policy

A

A claim to be covered must be submitted within the policy period even though the incident did not occur within the policy period–common HPL.

58
Q

Occurrence policy

A

Coverage requires the incident to have occurred during the policy period even though the claim was filed outside the policy period–CGL and HPL.

59
Q

Meetings management-

A

Maintain a calendar of all meetings scheduled identifying the topic, date, time, and place.

60
Q

Meetings management- Rules of order

A

The manner in which meetings are conducted depends on the type of meeting and preferences of administrators.

61
Q

Meetings management- Chairing/facilitating

A

The person chairing the meeting is responsible for ensuring that all facets of the process from planning to execution are effectively and efficiently carried out.

62
Q

Meetings management- Scheduling

A

Factors to consider:

 - Objectives of the meeting
 - Time, place, duration
 - Expected attendance 
 - Refreshments
63
Q

Meetings management- Agenda

A

Typed list identifying the items or topics to be discussed under each section of the rules of order.

64
Q

Meetings management- Minutes

A

Record of the contents of a meeting.

Med Assist (23 decks)

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