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PID Exam 3 > Organizational Design > Flashcards

Organizational Design Flashcards

1
Q

Organization as a system - defined by

A

its legal documents, mission, goals, and strategies, and operating manuals

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2
Q

Organization as a system - represented by

A

its organization charts, job descriptions, and marketing

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3
Q

Organization as a system - maintained or controlled by

A

policies and procedures, budgets, info management system, quality management and performance review systems

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4
Q

Organization as a system - impact you as PT

A

• Every part and piece of an organization will connect to you as a PT - understand that as a PT in an organization your actions will impact other people’s work and opportunity as well - need to work together as a team

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5
Q

System purpose =

A

System purpose: the mission/vision of the organization

Why do you exist as part of an organization? And who do we exist for?

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6
Q

Organizational design vs. structure - Design is what

A

A plan
the intended plan
think building design
What it says that it is on paper - how did we intend for it to function or perform
Process of integrating to achieve obectives

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7
Q

Organizational design vs. structure - Structure is what

A

how it performs and who is in it and what they do - the roles and responsibilities
Who performs the various functions and tasks and how these people relate to one another
The org chart for ex - A skeleton of an organization

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8
Q

Organizational Structure vs. Business Structure

A

Not always the same! Organization is more of the plan

Business is more of the legal aspect to things - what the court of law says that we are

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9
Q

Business Structure - Sole proprietorship

A

Just one person who owns the business; a single entity; a single owner that runs the business

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10
Q

Business Structure - Sole proprietorship Adv. and Disadv.

A

Adv - max freedom, easy to set up and form

Dis - nothing to fall back on, max liability, might be hard to get all expenses you need

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11
Q

Business Structure - General Partnership

A

2 or more owners

They are in it together - everyone has a stake in it

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12
Q

Business Structure - General Partnership - Adv and Disadv

A

Adv - still quite a bit of freedom, easy to form, spreads workload and duties
Disadv - divided authority, might not always agree, limited liability

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13
Q

Business structure - Limited Partnership

A

2 or more

They come together but are not equal - one has more power than the other

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14
Q

Business structure - Limited Partnership - Adv and Disadv

A

Adv - broader management with more managers

Disadv - Divided auth, more difficult to dissolve if you no longer want to be part of it

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15
Q

Business structure - Joint ventures partnership

A

you are maybe partnering with another organization

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16
Q

Business structure - Corporation Adv and Disadv

A

At least 1 owner
Adv - cover some liability, separate legal entity
Disadv - Not as much flexibility, more into business aspect, taxes

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17
Q

Business structure - LLC adv and disadv

A

Adv - limited liability, protecting your personal assets, more freedom, easy to close and withdraw if you want
Disadv - most happen when there is more than 1 owner - taxes, withdrawal process

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18
Q

Purpose of structures - why should you care as a PT

A

Important to know what your boss is when you go to work for someone because will give you insight into their connection the company and how much they care about you

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19
Q

Purpose of organizational design

A

This is the plan part
Attain efficiency and effectiveness (quantity vs. quality)
Promote corporation and coordination
Arrange people and work into effective and efficient units

20
Q

Factors that affect relationship between design and structure

A 
Organizational size
Organizational life cycle
Strategy
Environment
Technology
21
Q

Principles of organizational Design

A 
1 - Human activity/labor
2 - Work coordination
3 - Authority and responsibility 
4 - Unity of command 
5 - Span of control
6 - Contingency factors
22
Q

Principles of organizational Design - Human activity - Division of labor

A

Basis by which jobs are grouped together
- based on type of personnel, clinical expertise, job types
Organized by disciplines

23
Q

Principles of organizational Design - Human activity - work coordination

A

Work standardization
Supervision
Mutual accommodation

Us being able to work across disciplines - ex: inpt rehab or long term care facilities

24
Q

Principles of organizational Design - Authority and Responsibility

A

Authority - rights to make decisions and/or give orders and expect them to be followed
Responsibility - obligation to perform assigned activities (accountability)

25
Q

Principles of organizational Design - Unity of command

A

One supervisor to whom a person directly reports

Chain of command

26
Q

Principles of organizational Design - Span of control

A

Narrow - supervision of a few people, keeping it centralized

Wide - supervision of many people, expansive, decentralized

27
Q

Principles of organizational Design - contingency factors

A 
Mission - purpose, values
Internal environment
External environment
Organization size
Technology
28
Q

Organizational chart is what

A

Diagram that shows structure of an organization
Shows the relationships and relative ranks of its positions
Helps to organize the workplace

29
Q

Health care systems - integrated systems has what

A

network that coordinate care
Can be be horizontal - single specialty (ortho)
Can be vertical - full spectrum with more than one type (hospital)
Virtually - IT, EMR infrastructure

30
Q

Mechanistic vs. Organic

A

Mechanical - more of the long standing, very structured, very sustained - more structure, more policies more set in their ways

Organic - more in the beginning stages, learning how to form, more of the I will do it because I am around, everyone working as a team with all hands on deck

31
Q

Common forms of organizational structure

A

FUnctional
Divisional
Matrix

32
Q

Common forms of organizational structure - Functional

A

Group positions into work units based on similar activities, skills, expertise, and resources
Ex - marketing, finance, human resources, rehab

33
Q

Common forms of organizational structure - Divisional

A

Grouped on the basis of geographic markets, customers served, common products
Could be based on produce (specialization), geographic location, customer (specific needs)
Geographic is a common one

34
Q

Common forms of organizational structure - Matrix

A

Tasks of organization are grouped along two dimensions

Product/service and geographic region

35
Q

Common forms of organizational structure - Matrix - Positives

A

give you more of a broad picture and see how you relate back to that systems piece, if it is a small division like home care you have the opportunity to share and work across the units is positive
Sharing resources and capitalizing on someone else’s expertise is a positive aspect

36
Q

Common forms of organizational structure - Matrix Adv

A

Adv:
- If you have limited resources, you can share or capitalize or capture some expertise across units
- Allocation of resources
- Eliminates duplication
Increases the accountability and some of the authority and responsibility things

37
Q

Common forms of organizational structure - Matrix Disadv

A

If you needed more specialized people, might increase the need for specialized - harder to implement and make happen
If limited resources, is harder to implement

38
Q

Common forms of organizational structure - Divisional Adv

A

Location specific so you can tailor
Narrow control
Decentralized

39
Q

Common forms of organizational structure - Divsional Disadv

A

Inc duplication

If you are body of one - limited support or resources

40
Q

Common forms of organizational structure - Functional - adv

A

You can share and support and be more efficient

41
Q

Common forms of organizational structure - Functional Disadv

A

Limited support - if you are the only one out there, you will do it - that is your job

42
Q

Organizational Design - Reorganization - Reasons to reorganize

A 
Failure to meet standards
Merger
CHanges in market place
Demands for customers
Regulatory changes
New services
New leadership
43
Q

Organizational Design - Reorganization - Functions affected by redesign

A

Employee relationships
Employee skill needs
Work division
Work processes and coordination

44
Q

Patient centered medical home

A 
Personal physician, directed team
Person centered
Care coordination
Quality, safety , access
Reduced cost
45
Q

Accountable care organization

A

Hospital at the foundation
Performance and accountability
Coordinated care
Reduction in utilization and cost

PID Exam 3 (4 decks)

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